1,721,011 research outputs found
Ethical leadership and service orientation in social care workers: Team engagement and service climate as sequential mediators
No full textUsing the Job Demands - Resources (JDR) model and the service climate framework, this study investigates the simple and sequential mediation of team engagement and service climate between ethical leadership and two components of service orientation (internal cooperative behaviors and service competence). An online survey was conducted in an Italian social cooperative which offers services for elderly people, people with disabilities, minors, and kindergartens, and involved 1,221 employees, working in 89 residential and day care centers. Results, examined at center level, show that team engagement and the service climate sequentially mediate the relationship between ethical leadership and employees' service competence; in addition, team engagement mediates between ethical leadership and internal cooperative behaviors. Contrary to expectations, ethical leadership was not directly related to any service orientation component. In conclusion, results confirm the JDR model and offer suggestions to extend and integrate the service climate framework with the JDR model
Les attitudes et les motivations envers l'histoire de la psychologie de la part des professeurs et étudiants universitaires de la discipline: un réexamen temporel
No full textLeadership condivisa, consolidamento delle alleanze e prestazione di gruppo nelle reti tra imprese: uno studio time-lagged.
No full textIl contributo indaga la relazione tra leadership condivisa e percezione della prestazione di gruppo in 13 gruppi di governo di aggregazioni di impresa, nonché il ruolo moderatore del consolidamento della rete e dell'aspettativa di proseguire la collaborazione inter-organizzativa. L'indagine si è svolta in due tempi: la leadership condivisa misurata a T1 e la percezione della prestazione di gruppo a T2, 18 mesi dopo. I risultati mostrano che la leadership condivisa predice negativamente la percezione della prestazione di gruppo, soprattutto nei gruppi/alleanze di nuova costituzione e in quelli che non hanno intenzione di proseguire la collaborazione, mentre ha un effetto positivo su quelli che hanno già collaborato in passato e in quelli che intendono proseguire la loro collaborazione.This paper investigates the relationship between shared leadership and perception of team performance in 13 inter-organizational governing teams. It also investigates whether stability of the alliance and expectation of continuing the collaboration moderate the relationship. The survey took place in two waves: shared leadership was measured at T1 and perception of team performance at T2, 18 months later. Results show that shared leadership negatively predicts perception of team performance, especially in newly established teams/alliances and in those that do not intend to continue the collaboration, while it has a positive effect on teams that already collaborated in the past and that intend to continue their collaboration
Motivations for volunteerism, satisfaction, and emotional exhaustion: The moderating effect of volunteers' age
Full text linkThis investigation aims to explore the moderating role of volunteers' age in the relation between motivations for volunteering and, respectively, satisfaction with volunteerism and emotional exhaustion. A longitudinal study was conducted with a sample of 241 Spanish healthcare volunteers. Results show that volunteers' age moderates the relations between social motivations and satisfaction, and social motivations and volunteers' emotional exhaustion, and also between growth motivations and satisfaction, and volunteers' emotional exhaustion. The relationships between security motivations and satisfaction and emotional exhaustion are not moderated by age. Our findings underline that, for younger volunteers, satisfaction decreases when social motives are high, rather than low, and, in the opposite, emotional exhaustion increases when growth motives are high, rather than low. For older volunteers, instead, the only significant effect concern satisfaction, which is higher when social motives are high, rather than low
Organic food, environmental risks and values: Social challenges or individual defense?
No full textLa presente ricerca descrive le rappresentazioni e gli atteggiamenti verso il cibo biologico e considera le relazioni tra tali atteggiamenti da una parte e i valori, le conoscenze e gli atteggiamenti verso l’ambiente dall’altra. A tal fine 175 soggetti (femmine = 60%, maschi = 40%; tra i 20 e i 50 anni) hanno risposto ad un questionario strutturato.
I risultati indicano che i prodotti biologici sono descritti in modo accurato ma non completamente esatto e che quasi i due terzi dei soggetti hanno acquistato o sono favorevoli ad acquistare tali prodotti. I principali motivi addotti da chi non acquista tali prodotti sono la mancanza di informazioni e di fiducia, il prezzo elevato e l’abitudine ad acquistare prodotti convenzionali.
L’interesse e la disponibilità ad acquistare i prodotti biologici sono risultati correlati con i valori individuali e con l’impegno “verbale” verso le problematiche ambientali ma non con i valori sociali. Implicazioni e futuri sviluppi sono discussi nelle conclusioni.The present research describes representation and attitudes towards organic food, and examines correlations between such attitudes and values, knowledge and commitment towards environmental problems. 175 subjects (females = 60%, males = 40%; from 20 to 50 y.o.) answered a self-administered questionnaire. Results show that the representation of organic food is fairly accurate but not totally precise; reasons for not buying such products are: high costs, low information, habits, and lack of trust. Attitudes towards organic food are related to individual values and to "verbal commitment" to the environment, but not to social values. Implications and research developments are discussed in the conclusions
The Ethical Leadership Scale (ELS): Italian adaptation and exploration of the nomological network in a health care setting
Full text linkAim: To validate the Ethical Leadership Scale by Brown, Treviño and Harrison (2005) in Italian language, and assess, in health care setting, whether ethical leadership is related to leader–member exchange and also job satisfaction, work engagement, cynicism and organisational service climate. Background: Ethics is a key component in health care professions, and leaders have to encourage ethical behaviour. Unfortunately, no instrument is currently validated in Italy and the associations between this construct and the proposed measures have been understudied. Methods: A cross-sectional study was conducted in a large organisation offering health care services. All employees were invited to fill an online survey. The answers of 637 respondents, working in 48 centres for elderly and disabled people, were examined with exploratory and confirmatory factor analyses and aggregated at the centre level to test the association among the examined measures. Results: The 10 items on the ethical leadership scale load on a single factor, negatively related to cynicism and positively related to the other examined variables. Conclusion: The proposed scale is a reliable tool to assess the ethical leadership of Italian health care managers and nurse leaders. Implications for Nursing Management: The scale allows to assess and monitor ethical leadership in health care workplaces. Supporting ethical leadership may stimulate employees' work attitudes and promote organisational service climate
Can Activity Worthwhileness Explain OCB-I Change? The Mediating Role of Positive Emotions
Full text linkThe competitiveness of today's markets requires employees to do more than is formally expected from them by collaborating with others to benefit the organization (e.g., organizational citizenship behavior focused on individuals, OCB-I). Based on the idea that eudaimonic wellbeing positively influences OCB-I, and considering that positive emotions lead to optimal functioning and important work outcomes, this study analyzes the mediating role of positive emotions in the relationship between activity worthwhileness and OCB-I. Results of hierarchical regressions in a two-wave longitudinal study with a sample of 108 white collar employees show that activity worthwhileness indirectly (but not directly) explains change in OCB-I through positive emotions. Therefore, when it comes to improving performance in the workplace, investment in both hedonic and eudaimonic wellbeing contributes to more effectively benefitting both employees and organizations
Not all remote workers are similar: Technology acceptance, remote work beliefs, and wellbeing of remote workers during the second wave of the covid-19 pandemic
Full text linkAlthough a large part of the world’s workforce engaged in mandatory Work from Home during the COVID-19 pandemic, the experience was not the same for everyone. This study explores whether different groups of employees, based on their work and organizational characteristics (i.e., organizational size, number of days per week working from home, working in team) and personal characteristics (i.e., remote work experience, having children at home), express different beliefs about working remotely, acceptance of the technology necessary to Work from Home, and well-being. A study was conducted with 163 Italian workers who answered an online questionnaire from November 2020 to January 2021. A cluster analysis revealed that work, organizational, and personal variables distinguish five different types of workers. ANOVA statistics showed that remote workers from big companies who worked remotely several days a week, had experience (because they worked remotely before the national lockdowns), and worked in a team, had more positive beliefs about working remotely, higher technology acceptance, and better coping strategies, compared to the other groups of workers. Practical implications to support institutional and organizational decision-makers and HR managers to promote remote work and employee well-being are presented
Personal Initiative, Passive-Avoidant Leadership and Support for Innovation as Antecedents of Nurses’ Idea Generation and Idea Implementation
Full text linkPurpose: This study aims to explore the role of individual (work engagement, personal initiative), group (transformational, transactional, passive-avoidant leadership) and organisational factors (support for innovation climate) in fostering the two components of nurses’ innovative behaviours, idea generation and idea implementation. Design and Method: A cross-sectional study was conducted in an Italian public hospital, in two departments that had been created by merging other departments. A self-report questionnaire was completed by 118 nurses. Hierarchical regression analysis was used to test the hypotheses. Findings: Respondents reported a high frequency of idea generation followed by idea implementation. Personal initiative and passive-avoidant leadership were significantly and positively related to nurses’ idea generation and idea implementation. Support for innovation was positively related to idea implementation. Transactional and transformational leadership did not show any relationships with the two innovative work behaviours. Conclusions: This study shows that nurses’ innovative work behaviour is a complex and multi determined behaviour, influenced by individual, group, and organisational factors. It also shows that low levels of passive-avoidant leadership may contribute to innovation. Clinical Relevance: Healthcare policies and strategies are needed to support a leadership style that allows space for autonomy, and that, together with support for innovation and personal initiative, facilitates nurses’ idea generation and idea implementation
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