LEADERSHIP STYLE AND JOB MOTIVATION AMONG HEALTH PERSONNEL IN HOSPITAL SETTING: A SCOPING REVIEW
DOI:
https://doi.org/10.24269/ijhs.v8i1.6704Abstract
A scoping review was conducted as part of an investigation. To find publications that were published between 2012 and 2022, the databases PubMed and Scopus were systematically searched. A Preferred Reporting Item for Systematic Reviews and Meta-analyses extension for scoping review (PRISMA-ScR) flow diagram was used in the thorough scoping review to show the whole findings of the search as well as the procedure of including studies in the review. A risk of bias assessment was not done in this study specifically. After collecting 259 articles at first, we screened the full texts and found 6 that met our criteria. Based on the results, six articles were included, and three major themes were identified. The effective leadership style can be classified into three categories. The transformational, transactional, and complex leadership styles are all described in this scoping review as being beneficial in hospital settings. However, to choose the most productive style of leadership for enhancing the performances of healthcare workers and ensuring that guidelines are adhered to, one must use a methodical approach. A scoping review protocol was registered at Open Science Framework (https://osf.io/cju4h) on December 18, 2022
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References
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[26] Z. Belrhiti, W. van Damme, A. Belalia, and B. Marchal, ‘Unravelling the role of leadership in motivation of health workers in a Moroccan public hospital: a realist evaluation’, BMJ Open, vol. 10, no. 1, p. e031160, Jan. 2020, doi: 10.1136/bmjopen-2019-031160.
[27] R. M. Mulenga, S. Nzala, and W. Mutale, ‘Establishing common leadership practices and their influence on providers and service delivery in selected hospitals in Lusaka province, Zambia’, J Public Health Afr, vol. 9, no. 3, Dec. 2018, doi: 10.4081/jphia.2018.823.
[28] M. Aberese-Ako, I. A. Agyepong, and H. van Dijk, ‘Leadership styles in two Ghanaian hospitals in a challenging environment’, Health Policy Plan, vol. 33, no. suppl_2, pp. ii16–ii26, Jul. 2018, doi: 10.1093/heapol/czy038.
[29] R. Vogel and D. Masal, ‘Public Leadership: A review of the literature and framework for future research’, Public Management Review, vol. 17, no. 8, pp. 1165–1189, Sep. 2015, doi: 10.1080/14719037.2014.895031.
[30] N. Bellé, ‘Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation’, Journal of Public Administration Research and Theory, vol. 24, no. 1, pp. 109–136, Jan. 2014, doi: 10.1093/jopart/mut033.
[31] L. B. Andersen, B. Bjørnholt, L. L. Bro, and C. Holm-Petersen, ‘Achieving High Quality Through Transformational Leadership: A Qualitative Multilevel Analysis of Transformational Leadership and Perceived Professional Quality’, Public Pers Manage, vol. 47, no. 1, pp. 51–72, Mar. 2018, doi: 10.1177/0091026017747270.
[32] S. Braun, C. Peus, S. Weisweiler, and D. Frey, ‘Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust’, Leadersh Q, vol. 24, no. 1, pp. 270–283, Feb. 2013, doi: 10.1016/j.leaqua.2012.11.006.
[33] H. H. Lauritzen, C. H. Grøn, and A. M. Kjeldsen, ‘Leadership Matters, But So Do Co-Workers: A Study of the Relative Importance of Transformational Leadership and Team Relations for Employee Outcomes and User Satisfaction’, Rev Public Pers Adm, vol. 42, no. 4, pp. 614–640, Dec. 2022, doi: 10.1177/0734371X211011618.
[34] M. Salanova and W. B. Schaufeli, ‘A cross-national study of work engagement as a mediator between job resources and proactive behaviour’, The International Journal of Human Resource Management, vol. 19, no. 1, pp. 116–131, Jan. 2008, doi: 10.1080/09585190701763982.
[35] J. J. Hakanen, M. C. W. Peeters, and W. B. Schaufeli, ‘Different types of employee well-being across time and their relationships with job crafting.’, J Occup Health Psychol, vol. 23, no. 2, pp. 289–301, Apr. 2018, doi: 10.1037/ocp0000081.
[36] L. Tan, Y. Wang, W. Qian, and H. Lu, ‘Leader Humor and Employee Job Crafting: The Role of Employee-Perceived Organizational Support and Work Engagement’, Front Psychol, vol. 11, Oct. 2020, doi: 10.3389/fpsyg.2020.499849.
[37] H.-J. Wang, E. Demerouti, and P. le Blanc, ‘Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification’, J Vocat Behav, vol. 100, pp. 185–195, Jun. 2017, doi: 10.1016/j.jvb.2017.03.009.
[38] A. Monje Amor, J. P. Abeal Vázquez, and J. A. FaÃña, ‘Transformational leadership and work engagement: Exploring the mediating role of structural empowerment’, European Management Journal, vol. 38, no. 1, pp. 169–178, Feb. 2020, doi: 10.1016/j.emj.2019.06.007.
[39] B. D. Baskoro, ‘The nexus of transactional leadership, knowledge sharing behavior and organizational creativity: empirical evidence from construction workers in Jakarta’, Journal of Work-Applied Management, vol. 14, no. 1, pp. 145–162, Apr. 2022, doi: 10.1108/JWAM-02-2021-0020.
[40] S. T. Hussain, J. Abbas, S. Lei, M. Jamal Haider, and T. Akram, ‘Transactional leadership and organizational creativity: Examining the mediating role of knowledge sharing behavior’, Cogent Business & Management, vol. 4, no. 1, p. 1361663, Jan. 2017, doi: 10.1080/23311975.2017.1361663.
[41] F.-C. Tung, ‘Does transformational, ambidextrous, transactional leadership promote employee creativity? Mediating effects of empowerment and promotion focus’, Int J Manpow, vol. 37, no. 8, pp. 1250–1263, Nov. 2016, doi: 10.1108/IJM-09-2014-0177.
[42] J. Rowold, ‘Instrumental Leadership: Extending the Transformational-Transactional Leadership Paradigm’, German Journal of Human Resource Management: Zeitschrift für Personalforschung, vol. 28, no. 3, pp. 367–390, Aug. 2014, doi: 10.1177/239700221402800304.
[43] C. I. Ugwu, O. B. Onyancha, and M. Fombard, ‘Transformational and transactional leadership and knowledge sharing in Nigerian university libraries’, IFLA Journal, vol. 46, no. 3, pp. 207–223, Oct. 2020, doi: 10.1177/0340035220917987.
[44] J. Sáenz, N. Aramburu, and C. E. Blanco, ‘Knowledge sharing and innovation in Spanish and Colombian highâ€tech firms’, Journal of Knowledge Management, vol. 16, no. 6, pp. 919–933, Oct. 2012, doi: 10.1108/13673271211276191.
[45] A. Thahira, H. K. Tjahjono, and S. Susanto, ‘The Influence of Transactional Leadership on Organization Innovativeness (OI) Mediated by Organizational Learning Capability (OLC) in Medium Small Enterprise Kendari City’, Jurnal Manajemen Bisnis, vol. 11, no. 1, 2020, doi: 10.18196/mb.11190.
[46] K. Dartey-Baah, ‘Resilient leadership: a transformational-transactional leadership mix’, Journal of Global Responsibility, vol. 6, no. 1, pp. 99–112, May 2015, doi: 10.1108/JGR-07-2014-0026.
[2] Z. Qiang, J. Wang, K. He, and L. Xu, ‘Potential of Passive Employees: How Servant Leadership Can Stimulate Innovation among Control-Oriented Employees’, Sustainability, vol. 15, no. 1, p. 144, Dec. 2022, doi: 10.3390/su15010144.
[3] S. K. Hilton, W. Madilo, F. Awaah, and H. Arkorful, ‘Dimensions of transformational leadership and organizational performance: the mediating effect of job satisfaction’, Management Research Review, vol. 46, no. 1, pp. 1–19, Jan. 2023, doi: 10.1108/MRR-02-2021-0152.
[4] M. Abate et al., ‘Key factors influencing motivation among health extension workers and health care professionals in four regions of Ethiopia: A cross-sectional study’, PLoS One, vol. 17, no. 9, p. e0272551, Sep. 2022, doi: 10.1371/journal.pone.0272551.
[5] P. Kumar, A. Mehra, D. Inder, and N. Sharma, ‘Organizational commitment and intrinsic motivation of regular and contractual primary health care providers’, J Family Med Prim Care, vol. 5, no. 1, p. 94, 2016, doi: 10.4103/2249-4863.184631.
[6] L. M. Franco, S. Bennett, R. Kanfer, and P. Stubblebine, ‘Determinants and consequences of health worker motivation in hospitals in Jordan and Georgia’, Soc Sci Med, vol. 58, no. 2, pp. 343–355, Jan. 2004, doi: 10.1016/S0277-9536(03)00203-X.
[7] T. Dagne, W. Beyene, and N. Berhanu, ‘Motivation and Factors Affecting It among Health Professionals in the Public Hospitals, Central Ethiopia’, Ethiop J Health Sci, vol. 25, no. 3, p. 231, Jul. 2015, doi: 10.4314/ejhs.v25i3.6.
[8] K. Toode, P. Routasalo, and T. Suominen, ‘Work motivation of nurses: A literature review’, Int J Nurs Stud, vol. 48, no. 2, pp. 246–257, Feb. 2011, doi: 10.1016/j.ijnurstu.2010.09.013.
[9] J. Sun, R. C. Liden, and L. Ouyang, ‘Are servant leaders appreciated? An investigation of how relational attributions influence employee feelings of gratitude and prosocial behaviors’, J Organ Behav, vol. 40, no. 5, pp. 528–540, Jun. 2019, doi: 10.1002/job.2354.
[10] D. van Dierendonck and K. Patterson, ‘Compassionate Love as a Cornerstone of Servant Leadership: An Integration of Previous Theorizing and Research’, Journal of Business Ethics, vol. 128, no. 1, pp. 119–131, Apr. 2015, doi: 10.1007/s10551-014-2085-z.
[11] D. van Dierendonck, ‘Servant Leadership: A Review and Synthesis’, J Manage, vol. 37, no. 4, pp. 1228–1261, Jul. 2011, doi: 10.1177/0149206310380462.
[12] M. L. Specchia et al., ‘Leadership Styles and Nurses’ Job Satisfaction. Results of a Systematic Review’, Int J Environ Res Public Health, vol. 18, no. 4, p. 1552, Feb. 2021, doi: 10.3390/ijerph18041552.
[13] J. Manning, ‘The Influence of Nurse Manager Leadership Style on Staff Nurse Work Engagement’, JONA: The Journal of Nursing Administration, vol. 46, no. 9, pp. 438–443, Sep. 2016, doi: 10.1097/NNA.0000000000000372.
[14] W. A. Mousa, N. E. EldinFekry, and A. H. Elewa, ‘Relationship between nurse manager leadership style and staff nurses’ work engagement’, Egyptian Nursing Journal, vol. 16, no. 3, p. 206, 2019.
[15] M. Aboramadan and K. A. Dahleez, ‘Leadership styles and employees’ work outcomes in nonprofit organizations: the role of work engagement’, Journal of Management Development, vol. 39, no. 7/8, pp. 869–893, Nov. 2020, doi: 10.1108/JMD-12-2019-0499.
[16] A. Decuypere and W. Schaufeli, ‘Leadership and work engagement: Exploring explanatory mechanisms’, German Journal of Human Resource Management: Zeitschrift für Personalforschung, vol. 34, no. 1, pp. 69–95, Feb. 2020, doi: 10.1177/2397002219892197.
[17] G. A. Aldeeb and S. M. El-Demerdash, ‘Head nurses’ Transformational Leadership, Collaboration and its Relation to Staff nurses’Work Engagement’, International Journal of Nursing Didactics, vol. 6, no. 7, Jul. 2016, doi: 10.15520/ijnd.2016.vol6.iss7.163.30-39.
[18] H. Arksey and L. O’Malley, ‘Scoping studies: towards a methodological framework’, Int J Soc Res Methodol, vol. 8, no. 1, pp. 19–32, Feb. 2005, doi: 10.1080/1364557032000119616.
[19] M. D. J. Peters, C. Godfrey, P. McInerney, Z. Munn, A. C. Tricco, and H. Khalil, ‘Chapter 11: scoping reviews (2020 version)’, JBI manual for evidence synthesis, JBI, vol. 2020, 2020.
[20] M. J. Page et al., ‘Updating guidance for reporting systematic reviews: development of the PRISMA 2020 statement’, J Clin Epidemiol, vol. 134, pp. 103–112, 2021.
[21] M. Ouzzani, H. Hammady, Z. Fedorowicz, and A. Elmagarmid, ‘Rayyan—a web and mobile app for systematic reviews’, Syst Rev, vol. 5, no. 1, p. 210, Dec. 2016, doi: 10.1186/s13643-016-0384-4.
[22] Z. Munn, M. D. J. Peters, C. Stern, C. Tufanaru, A. McArthur, and E. Aromataris, ‘Systematic review or scoping review? Guidance for authors when choosing between a systematic or scoping review approach’, BMC Med Res Methodol, vol. 18, no. 1, p. 143, Dec. 2018, doi: 10.1186/s12874-018-0611-x.
[23] E. Chipeta, S. Bradley, W. Chimwaza-Manda, and E. McAuliffe, ‘Working relationships between obstetric care staff and their managers: a critical incident analysis’, BMC Health Serv Res, vol. 16, no. 1, p. 441, Dec. 2016, doi: 10.1186/s12913-016-1694-x.
[24] R. GarcÃaâ€Sierra and J. Fernándezâ€Castro, ‘Relationships between leadership, structural empowerment, and engagement in nurses’, J Adv Nurs, vol. 74, no. 12, pp. 2809–2819, Dec. 2018, doi: 10.1111/jan.13805.
[25] L. D. Valbuena-Durán, M. Ruiz RodrÃguez, and A. N. Páez Esteban, ‘Nursing Leadership, Associated Sociodemographic and Professional Factors: The Perception of Leaders and Evaluators’, Aquichan, vol. 21, no. 2, pp. 1–15, Jul. 2021, doi: 10.5294/aqui.2021.21.2.5.
[26] Z. Belrhiti, W. van Damme, A. Belalia, and B. Marchal, ‘Unravelling the role of leadership in motivation of health workers in a Moroccan public hospital: a realist evaluation’, BMJ Open, vol. 10, no. 1, p. e031160, Jan. 2020, doi: 10.1136/bmjopen-2019-031160.
[27] R. M. Mulenga, S. Nzala, and W. Mutale, ‘Establishing common leadership practices and their influence on providers and service delivery in selected hospitals in Lusaka province, Zambia’, J Public Health Afr, vol. 9, no. 3, Dec. 2018, doi: 10.4081/jphia.2018.823.
[28] M. Aberese-Ako, I. A. Agyepong, and H. van Dijk, ‘Leadership styles in two Ghanaian hospitals in a challenging environment’, Health Policy Plan, vol. 33, no. suppl_2, pp. ii16–ii26, Jul. 2018, doi: 10.1093/heapol/czy038.
[29] R. Vogel and D. Masal, ‘Public Leadership: A review of the literature and framework for future research’, Public Management Review, vol. 17, no. 8, pp. 1165–1189, Sep. 2015, doi: 10.1080/14719037.2014.895031.
[30] N. Bellé, ‘Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation’, Journal of Public Administration Research and Theory, vol. 24, no. 1, pp. 109–136, Jan. 2014, doi: 10.1093/jopart/mut033.
[31] L. B. Andersen, B. Bjørnholt, L. L. Bro, and C. Holm-Petersen, ‘Achieving High Quality Through Transformational Leadership: A Qualitative Multilevel Analysis of Transformational Leadership and Perceived Professional Quality’, Public Pers Manage, vol. 47, no. 1, pp. 51–72, Mar. 2018, doi: 10.1177/0091026017747270.
[32] S. Braun, C. Peus, S. Weisweiler, and D. Frey, ‘Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust’, Leadersh Q, vol. 24, no. 1, pp. 270–283, Feb. 2013, doi: 10.1016/j.leaqua.2012.11.006.
[33] H. H. Lauritzen, C. H. Grøn, and A. M. Kjeldsen, ‘Leadership Matters, But So Do Co-Workers: A Study of the Relative Importance of Transformational Leadership and Team Relations for Employee Outcomes and User Satisfaction’, Rev Public Pers Adm, vol. 42, no. 4, pp. 614–640, Dec. 2022, doi: 10.1177/0734371X211011618.
[34] M. Salanova and W. B. Schaufeli, ‘A cross-national study of work engagement as a mediator between job resources and proactive behaviour’, The International Journal of Human Resource Management, vol. 19, no. 1, pp. 116–131, Jan. 2008, doi: 10.1080/09585190701763982.
[35] J. J. Hakanen, M. C. W. Peeters, and W. B. Schaufeli, ‘Different types of employee well-being across time and their relationships with job crafting.’, J Occup Health Psychol, vol. 23, no. 2, pp. 289–301, Apr. 2018, doi: 10.1037/ocp0000081.
[36] L. Tan, Y. Wang, W. Qian, and H. Lu, ‘Leader Humor and Employee Job Crafting: The Role of Employee-Perceived Organizational Support and Work Engagement’, Front Psychol, vol. 11, Oct. 2020, doi: 10.3389/fpsyg.2020.499849.
[37] H.-J. Wang, E. Demerouti, and P. le Blanc, ‘Transformational leadership, adaptability, and job crafting: The moderating role of organizational identification’, J Vocat Behav, vol. 100, pp. 185–195, Jun. 2017, doi: 10.1016/j.jvb.2017.03.009.
[38] A. Monje Amor, J. P. Abeal Vázquez, and J. A. FaÃña, ‘Transformational leadership and work engagement: Exploring the mediating role of structural empowerment’, European Management Journal, vol. 38, no. 1, pp. 169–178, Feb. 2020, doi: 10.1016/j.emj.2019.06.007.
[39] B. D. Baskoro, ‘The nexus of transactional leadership, knowledge sharing behavior and organizational creativity: empirical evidence from construction workers in Jakarta’, Journal of Work-Applied Management, vol. 14, no. 1, pp. 145–162, Apr. 2022, doi: 10.1108/JWAM-02-2021-0020.
[40] S. T. Hussain, J. Abbas, S. Lei, M. Jamal Haider, and T. Akram, ‘Transactional leadership and organizational creativity: Examining the mediating role of knowledge sharing behavior’, Cogent Business & Management, vol. 4, no. 1, p. 1361663, Jan. 2017, doi: 10.1080/23311975.2017.1361663.
[41] F.-C. Tung, ‘Does transformational, ambidextrous, transactional leadership promote employee creativity? Mediating effects of empowerment and promotion focus’, Int J Manpow, vol. 37, no. 8, pp. 1250–1263, Nov. 2016, doi: 10.1108/IJM-09-2014-0177.
[42] J. Rowold, ‘Instrumental Leadership: Extending the Transformational-Transactional Leadership Paradigm’, German Journal of Human Resource Management: Zeitschrift für Personalforschung, vol. 28, no. 3, pp. 367–390, Aug. 2014, doi: 10.1177/239700221402800304.
[43] C. I. Ugwu, O. B. Onyancha, and M. Fombard, ‘Transformational and transactional leadership and knowledge sharing in Nigerian university libraries’, IFLA Journal, vol. 46, no. 3, pp. 207–223, Oct. 2020, doi: 10.1177/0340035220917987.
[44] J. Sáenz, N. Aramburu, and C. E. Blanco, ‘Knowledge sharing and innovation in Spanish and Colombian highâ€tech firms’, Journal of Knowledge Management, vol. 16, no. 6, pp. 919–933, Oct. 2012, doi: 10.1108/13673271211276191.
[45] A. Thahira, H. K. Tjahjono, and S. Susanto, ‘The Influence of Transactional Leadership on Organization Innovativeness (OI) Mediated by Organizational Learning Capability (OLC) in Medium Small Enterprise Kendari City’, Jurnal Manajemen Bisnis, vol. 11, no. 1, 2020, doi: 10.18196/mb.11190.
[46] K. Dartey-Baah, ‘Resilient leadership: a transformational-transactional leadership mix’, Journal of Global Responsibility, vol. 6, no. 1, pp. 99–112, May 2015, doi: 10.1108/JGR-07-2014-0026.
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