Servant leadership and nurses' deep acting: a moderated mediation model

IF 2.7 4区管理学 Q2 MANAGEMENT

Journal of Organizational Change Management Pub Date : 2023-12-13 DOI:10.1108/jocm-05-2023-0162

Shu-Chen Susan Chang, Anyi Chung, Shu Yu Chen, Chu Yen Lin, I. Chen

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引用次数: 0

Abstract

PurposeIn drawing on the conservation of resources theory and the broaden-and-build theory, the present research investigates the dynamic of social resources (i.e. servant leadership) and personal resources (i.e. psychological empowerment and positive affect) in the determination of the nurses' optimal performance (i.e. deep acting).Design/methodology/approachThe research involved collecting three waves of data on 481 frontline nurses at a large hospital in Taiwan, each a month apart. The hypotheses were tested using PROCESS mediation and moderated mediation regression models.FindingsThe results supported the indirect relationship between servant leadership and deep acting through psychological empowerment as well as the moderating effect of positive affect on the mediation model.Originality/valueThe findings shed new light on the interplay of different resources and also provide practical implications for the development of frontline supervisors and nursing staff to be compatible with a serious orientation toward the quality of their professional functioning.

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服务型领导与护士的深度行动：调节中介模型

目的本研究借鉴资源保护理论和拓宽与建设理论，探讨社会资源（即仆人式领导）和个人资源（即心理授权和积极情绪）在决定护士最佳绩效（即深度行动）中的动态关系。研究结果支持仆人式领导与深度行动之间通过心理授权的间接关系，以及积极情绪对中介模型的调节作用。原创性/价值研究结果为不同资源的相互作用提供了新的启示，同时也为一线主管和护理人员的发展提供了实践意义，使他们能够以严肃的态度对待专业职能的质量。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of Organizational Change Management MANAGEMENT-

CiteScore

5.80

自引率

3.60%

发文量

期刊介绍： ■Adapting strategic planning to the need for change ■Leadership research ■Responsibility for change implementation and follow-through ■The psychology of change and its effect on the workforce ■TQM - will it work in your organization? Successful organizations respond intelligently to factors which precipitate change. Economic climates, political trends, changes in consumer demands, management policy or structure, employment levels and financial resources - all these elements are constantly at play to ensure that organizations clinging on to static structures will ultimately lose out. But change is a dynamic and alarming thing - this journal addresses how to manage it positively.