A Framework for Handling Internet of Things Data with Confidentiality and Blockchain Support

The Internet of Things (IoT) has emerged as a disruptive technology in recent time. Due to a sharp rise in the deployment of IoT devices across the globe, the total amount of generated data reaching record highs every day. There is no denying that IoT devices with the data that they produce enhancing our day to day lives by bringing in innovative solutions. However, there is a darker side of this technology as it enables device manufacturers and service providers to retain this data that they can later use for several purposes, including targeted marketing. Unfortunately, not many people are aware of this data misuse by service providers. To address this issue, we propose a framework for the confidential handling of IoT data with Blockchain-based verification. We used a combination of Solid and Blockchain to accomplish this goal. Our experimental results show that the proposed approach is promising and has the potential to bring a considerable change in the IoT industry

Cardiff Acne Disability Index based Quality of Life in Acne Patients, Risk Factors and Associations

BACKGROUND: Acne Vulgaris is a frequently seen dermatological condition having physical and psychosocial implications. Current study aims to assess Quality of life (QoL) in acne patients and study the associated risk factors. METHODOLOGY: This descriptive cross sectional study was conducted in 6 months duration at Dept. of Dermatology, Rawal Institute of Health Sciences Islamabad after ethical approval. Total 205 cases of acne (age>12 years) were included. Patients with severe systemic illness and endocrine disease were excluded. Global Acne Grading Scale (GAGS) was used to grade acne as mild, moderate or severe. Quality of life assessed by Cardiff Acne disability index (CADI) with outcome as no impairment, mild impairment, moderate impairment or severe impairment. Data analyzed via SPSS version 17 with Chi-square test applied for significance. The p-value <0.05 considered to be statistically significant. RESULTS: Among 205 acne cases (24% males and 76% females), mean age was 25+5.7 (14-36) years. As per GAGS score; mild acne was present in 45.4%, moderate acne(44%), severe acne (8.35%) and very severe acne (2.4%). As per CADI score, there was no impairment in 7.3%, mild mpairment (19.5%), moderate impairment (61%) and severe impairment in (12%). The impaired QoL was found to be associated with gender, socioeconomic class, education, acne grade, obesity and use of alternative medicine (p<0.05). CONCLUSION: Acne vulgaris significantly impairs QoL in adolescents to varying degrees. Higher grade of acne, female gender, obesity, illiteracy and poverty are the proposed risk factors for impaired QoL in acne cases. Early identification of acne cases at risk of impaired Qol may be helpful to take QoL measures like counseling and psychological intervention in parallel with medical management. This may improve the social and psychological wellbeing of acne cases

True prevalence of twin HDV-HBV infection in Pakistan: a molecular approach

Hepatitis Delta Virus (HDV) infects only patients that are already infected by hepatitis B virus (HBV) because this is sub satellite virus which depends on and propagate only in the presence of HBV. HDV causes co-infection or super infection with sever complication as compared to only HBV infection. No study on molecular level on HDV is available from this region; therefore, the aim of this study was to found out the molecular epidemiology of HDV (as a co-infection with HBV) in different geographical regions of Pakistan

Impact of Leadership Styles on the Employees’ Engagement in Private Healthcare Industry of UAE

The healthcare industry is a critical sector that requires a highly engaged workforce to deliver quality patient care. Effective leadership plays a crucial role in fostering employee engagement, which in turn contributes to organizational success. This research investigates the impact of leadership styles on employee engagement in the private healthcare industry of the United Arab Emirates (UAE). The study adopts a quantitative approach, utilizing a structured questionnaire to collect data from a representative sample of employees working in private healthcare institutions across the UAE. The questionnaire assesses employee perceptions of their leaders\u27 leadership styles and their own level of engagement. Employing rigorous regression analyses and drawing on data from a diverse sample of 357 health care professionals working in private sector, the results of this research shed light on the complex relationship between leadership styles and employee engagement. The findings reveal a significant positive relationship between democratic leadership style and employee engagement. Democratic leaders inspire and motivate their followers, fostering a sense of purpose and commitment among employees. This leadership style encourages creativity, innovation, and a shared vision, leading to higher levels of engagement and organizational performance. In contrast, authoritative leadership styles have less positive impact on employee engagement and laissez-faire leader style have the least impact on their followers and their subordinates. The study concludes that democratic leadership style is the most effective style for enhancing employee engagement in the private healthcare industry of the UAE. By fostering a supportive and empowering work environment, transformational leaders can cultivate a highly engaged workforce that contributes to improved patient care and organizational success. References Abdul, M. F., &amp; Boitor, M. (2018).The impact of nursing leadership and management on the control of nurses in healthcare organizations. Revista de Asistență Socială,1(2), 1-15. Aiken, L. H., et al. (2011).Hospital Nurse Staffing and Patient Mortality, Nurse Burnout, and Job Dissatisfaction. JAMA, 306(19), 1987-1993. Anderson, L. H.,Laine, C., DiCuccio, M., &amp; Riedel, C. (2017).Navigating the complex regulatory pathways for nursing practice. Journal of Nursing Regulation, 8(1), 37-44. Asghar, R. J., &amp; Ishaque, A. Sayyam.(2021). Big Five Personality Traits and Training Transfer: Evidence from Banking Sector in Pakistan. Multicultural Education, 7(8), 653-665. Asghar, J., &amp; Manzoor, R. (2022). Cyber bullying: Youth and mental health. Parliamentary Research Digest, 9(10), 19-23. Asghar, R. J., Shah, M., &amp; Khan, J. A. (2021). Big Five Personality Traits and Training Transfer: Does Organizational Politics Matter? International Review of Basic and Applied Sciences, 9(4), 457-469. Asif, D. M., &amp; Shaheen, A. (2022). Creating a High-Performance Workplace by the determination of Importance of Job Satisfaction, Employee Engagement, and Leadership. Journal of Business Insight and Innovation, 1(2), 9–15. Asif, D. M., &amp; Sandhu, M. S. (2023). Social Media Marketing Revolution in Pakistan: A Study of its Adoption and Impact on Business Performance. Journal of Business Insight and Innovation, 2(2), 67–77. Asif, M., Pasha, M. A., Mumtaz, A., &amp; Sabir, B. (2023). Causes of Youth Unemployment in Pakistan. Inverge Journal of Social Sciences, 2(1), 41-50. Bakker, A. B., &amp; Demerouti, E. (2007). The Job Demands‐Resources M Art. Journal of Managerial Psychology, 22(3), 309-328. Bass, B. M., &amp; Riggio, R. E.(2006). Transformational Leadership (2nd ed.).Psychology Press. Borrill, C.S., West, M. A., Shapiro, D., &amp; Rees, A. (2019).Team working and effectiveness in health care. British Journal of Health Care Management, 25(6), 298-306. Chaudhry, A., et al. (2018).The Role of Leadership in Shaping Organizational Culture in Healthcare Organizations. Healthcare Management Review, 43(3), 192-202. Choi, S. B., &amp; Choi, J. N. (2019). Effects of participative leadership on employee performance: The mediating role of task performance and job satisfaction and the moderating role of power distance. Human Performance, 32(2), 124-142. Cohen, S. G., &amp; Bailey, D. E. (2017). What makes teams work: Group effectiveness research from the shop floor to the executive suite and beyond. Organizational Dynamics, 46(4), 235-245. Cummings, G. G., et al. (2018). Leadership Styles and Outcome Patterns for the Nursing Workforce and Work Environment: A Systematic Review. International Journal of Nursing Studies, 85, 19-60. Deci, E. L., Olafsen, A. H., &amp; Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43. Den Hartog, D. N., Belschak, F. D., &amp; Kalshoven, K. (2020).Leading from the ivory tower: How leadership styles are driven by personality, trait affectivity, and cultural intelligence. Journal of Organizational Behavior, 41(5), 437-461. DeRue D. S., Nahrgang, J. D., Hollenbeck, J. R., &amp; Workman, K. (2018).A quasi– experimental study of after-event reviews and leadership development. Journal of Applied Psychology, 103(12), 1310-1322. Eisenbeiss, S. A., Knippenberg, D. V., &amp; Boerner, S. (2019). Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, 104(10), 1270-1288. Foti, K. E., Greenberg, C., &amp; Shaffer, J. A.(2020). A multilevel framework of leadership and employee safety behavior: Investigating the role of informal leadership and job hazard recognition. Journal of Applied Psychology, 105(3), 225-236. Grzywacz, J. G., &amp; Bass, B. L. (2003). Work, Family, and Mental Health: Testing Different Models of Work-Family Fit. Journal of Marriage and Family, 65(1), 248-262. Gupta, R., &amp; Jatana, A. (2021). Democratic leadership, trust in leadership and organizational innovation: The role of knowledge sharing behavior. Leadership &amp; Organization Development Journal, 42(2), 246-265. Haas, S. A., &amp; Shier, G. (2015). Employee Engagement: What Are We Talking About?A Comparative Analysis of Scholarly Definitions. Advances in Health Care Management, 18, 1-21. Hall, L. H., et al. (2016). Healthcare Staff Wellbeing, Burnout, and Patient Safety: A Systematic Review. PLoS ONE, 11(7), e0159015. Hansen, E. E., &amp; Ibarra, H. (2018). The empathy advantage: Coaching leaders to unlock hidden potential. Harvard Business Review, 96(1), 98-105. Harter, J. K., Schmidt, F. L., &amp; Hayes, T. L. (2002). Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis. Journal of Applied Psychology, 87(2), 268-279. Hmieleski. M., &amp; Ensley, M. D. (2017). A contextual examination of new venture performance: Entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism. Journal of Organizational Behavior, 38(8), 1210-1227. Huang, D. T., et al. (2016). Proactive Physician Burnout and Its Correlates: An Exploratory Study. Journal of Patient Safety, 12(4), 218-225. Ishfaq, U., Imran, A., Joseph, V., Haqdad, U., &amp; Asif, M. (2022). MEDIATING ROLE OF TRUST BETWEEN EMOTIONAL INTELLIGENCE AND PROJECT TEAM PERFORMANCE IN TELECOMMUNICATION SECTOR. PalArch\u27s Journal of Archaeology of Egypt/Egyptology, 19(4), 988-1005. Jackson, D., et al. (2018).Registered Nurses’ Perceptions of Nurse-Focused Leadership in an Aged Care Context. Journal of Nursing Management, 26(1), 49-56. Kahai, S. S., Sosik, J. J., &amp; Avolio, B. J. (2019).Effects of leadership style and followers’ cultural orientation on performance in group and individual task conditions. Leadership Quarterly, 30(2), 235-249. Kahn, W. A. (1990).Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692-724. Kane, G. C., &amp; Cruthirds, K. W. (2020). The dialectic paradox: How coaching democratically transforms leader and follower. Organizational Dynamics, 49(3), 100737. Laschinger, H. K. S., et al. (2015).Impact of Lean Six Sigma Process Improvement Methodology on Staffing, Work Environment, and Patient Flow. Journal of Nursing Care Quality, 30(4), 333-339. Macey, W. H., &amp; Schneider, B. (2008).The Meaning of Employee Engagement. Industrial and Organizational Psychology, 1(1), 3-30. Mache, S., et al. (2016).Exploring the Quadruple Aim in the Emergency Department: Workforce Well-being, Health Care Quality, Patient Safety, and Efficiency. Health Care Management Review, 41(1), 42-52. McFadden, K. L., Stock, G. N., &amp; Gowen III, C. R. (2016). Leadership, safety climate, and continuous quality improvement: Impact on process quality and patient safety. Health Care Management Review, 41(1), 28-41. Milliken, A., et al. (2018). Employee Engagement: A Framework for the Analysis of Healthcare Organizations. Health Services Management Research, 31(3), 101-109. Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.).Sage Publications. Mushtaque, T., Tunio, M. N., ur Rehman, Z., &amp; Asif, M. (2021). INFLUENCE OF ADMINISTRATIVE EXPERTISE OF HUMAN RESOURCE PRACTITIONERS ON THE JOB PERFORMANCE: MEDIATING ROLE OF ACHIEVEMENT MOTIVATION. International Journal of Management (IJM), 12(4). Oates, J., et al. (2017). Recognition and Reward for Hospital Consultants: Perceived Satisfaction. Journal of Health Organization and Management, 31(4), 392-405. Riaz,  Z., Qadir, M., &amp; Nawab, S. (2023). The Role of Transactional Leadership in Employee Performance: The Mediating Role Psychological Empowerment. Inverge Journal of Social Sciences, 2(2), 19–53. https://doi.org/10.1022/ijss.v2i2.23 Robinson, D., Perryman, S., &amp; Hayday, S. (2004).The Drivers of Employee Engagement. Institute for Employment Studies. Saks, A. M. (2006).Antecedents and Consequences of Employee Engagement. Journal of Managerial Psychology, 21(7), 600-619. Schoen, C. (2020). The leadership paradox: Empowering employees by setting clear boundaries. Leadership &amp; Organization Development Journal, 41(6), 765-780. Sexton, J. B., et al. (2006). The Safety Attitudes Questionnaire: Psychometric Properties, Benchmarking Data, and Emerging Research. BMC Health Services Research, 6, 44. Sfantou, D. F., Laliotis, A., Patelarou, A. E., Sifaki-Pistolla, D., Matalliotakis, M., &amp; Patelarou, E. (2017). Importance of leadership style towards quality of care measures in healthcare settings: A systematic review. Healthcare, 5(4), 73. Shanafelt, T. D., et al. (2015). Burnout and Satisfaction with Work-Life Balance among US Physicians Relative to the General US Population. Archives of Internal Medicine, 172(18), 1377-1385. Spence Laschinger, H. K.,et al. (2012).A Multilevel Model of Organizational Justice, Psychological Empowerment, and Burnout. Journal of Nursing Administration, 42(4), 249-257. Van Bogaert, P., et al. (2014). Impact of Role Overload on the Professional Quality of Life of Hospital Nurses. Journal of Nursing Scholarship, 46(2), 143-153. Wagner, J. I., et al. (2019).Nurse Job Satisfaction and Engagement in the Middle East. Journal of Nursing Scholarship, 51(6), 667-676. Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson

Impact of Leadership Styles on the Employees’ Engagement in Private Healthcare Industry of UAE

The healthcare industry is a critical sector that requires a highly engaged workforce to deliver quality patient care. Effective leadership plays a crucial role in fostering employee engagement, which in turn contributes to organizational success. This research investigates the impact of leadership styles on employee engagement in the private healthcare industry of the United Arab Emirates (UAE). The study adopts a quantitative approach, utilizing a structured questionnaire to collect data from a representative sample of employees working in private healthcare institutions across the UAE. The questionnaire assesses employee perceptions of their leaders\u27 leadership styles and their own level of engagement. Employing rigorous regression analyses and drawing on data from a diverse sample of 357 health care professionals working in private sector, the results of this research shed light on the complex relationship between leadership styles and employee engagement. The findings reveal a significant positive relationship between democratic leadership style and employee engagement. Democratic leaders inspire and motivate their followers, fostering a sense of purpose and commitment among employees. This leadership style encourages creativity, innovation, and a shared vision, leading to higher levels of engagement and organizational performance. In contrast, authoritative leadership styles have less positive impact on employee engagement and laissez-faire leader style have the least impact on their followers and their subordinates. The study concludes that democratic leadership style is the most effective style for enhancing employee engagement in the private healthcare industry of the UAE. By fostering a supportive and empowering work environment, transformational leaders can cultivate a highly engaged workforce that contributes to improved patient care and organizational success. References Abdul, M. F., &amp; Boitor, M. (2018).The impact of nursing leadership and management on the control of nurses in healthcare organizations. Revista de Asistență Socială,1(2), 1-15. Aiken, L. H., et al. (2011).Hospital Nurse Staffing and Patient Mortality, Nurse Burnout, and Job Dissatisfaction. JAMA, 306(19), 1987-1993. Anderson, L. H.,Laine, C., DiCuccio, M., &amp; Riedel, C. (2017).Navigating the complex regulatory pathways for nursing practice. Journal of Nursing Regulation, 8(1), 37-44. Asghar, R. J., &amp; Ishaque, A. Sayyam.(2021). Big Five Personality Traits and Training Transfer: Evidence from Banking Sector in Pakistan. Multicultural Education, 7(8), 653-665. Asghar, J., &amp; Manzoor, R. (2022). Cyber bullying: Youth and mental health. Parliamentary Research Digest, 9(10), 19-23. Asghar, R. J., Shah, M., &amp; Khan, J. A. (2021). Big Five Personality Traits and Training Transfer: Does Organizational Politics Matter? International Review of Basic and Applied Sciences, 9(4), 457-469. Asif, D. M., &amp; Shaheen, A. (2022). Creating a High-Performance Workplace by the determination of Importance of Job Satisfaction, Employee Engagement, and Leadership. Journal of Business Insight and Innovation, 1(2), 9–15. Asif, D. M., &amp; Sandhu, M. S. (2023). Social Media Marketing Revolution in Pakistan: A Study of its Adoption and Impact on Business Performance. Journal of Business Insight and Innovation, 2(2), 67–77. Asif, M., Pasha, M. A., Mumtaz, A., &amp; Sabir, B. (2023). Causes of Youth Unemployment in Pakistan. Inverge Journal of Social Sciences, 2(1), 41-50. Bakker, A. B., &amp; Demerouti, E. (2007). The Job Demands‐Resources M Art. Journal of Managerial Psychology, 22(3), 309-328. Bass, B. M., &amp; Riggio, R. E.(2006). Transformational Leadership (2nd ed.).Psychology Press. Borrill, C.S., West, M. A., Shapiro, D., &amp; Rees, A. (2019).Team working and effectiveness in health care. British Journal of Health Care Management, 25(6), 298-306. Chaudhry, A., et al. (2018).The Role of Leadership in Shaping Organizational Culture in Healthcare Organizations. Healthcare Management Review, 43(3), 192-202. Choi, S. B., &amp; Choi, J. N. (2019). Effects of participative leadership on employee performance: The mediating role of task performance and job satisfaction and the moderating role of power distance. Human Performance, 32(2), 124-142. Cohen, S. G., &amp; Bailey, D. E. (2017). What makes teams work: Group effectiveness research from the shop floor to the executive suite and beyond. Organizational Dynamics, 46(4), 235-245. Cummings, G. G., et al. (2018). Leadership Styles and Outcome Patterns for the Nursing Workforce and Work Environment: A Systematic Review. International Journal of Nursing Studies, 85, 19-60. Deci, E. L., Olafsen, A. H., &amp; Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43. Den Hartog, D. N., Belschak, F. D., &amp; Kalshoven, K. (2020).Leading from the ivory tower: How leadership styles are driven by personality, trait affectivity, and cultural intelligence. Journal of Organizational Behavior, 41(5), 437-461. DeRue D. S., Nahrgang, J. D., Hollenbeck, J. R., &amp; Workman, K. (2018).A quasi– experimental study of after-event reviews and leadership development. Journal of Applied Psychology, 103(12), 1310-1322. Eisenbeiss, S. A., Knippenberg, D. V., &amp; Boerner, S. (2019). Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, 104(10), 1270-1288. Foti, K. E., Greenberg, C., &amp; Shaffer, J. A.(2020). A multilevel framework of leadership and employee safety behavior: Investigating the role of informal leadership and job hazard recognition. Journal of Applied Psychology, 105(3), 225-236. Grzywacz, J. G., &amp; Bass, B. L. (2003). Work, Family, and Mental Health: Testing Different Models of Work-Family Fit. Journal of Marriage and Family, 65(1), 248-262. Gupta, R., &amp; Jatana, A. (2021). Democratic leadership, trust in leadership and organizational innovation: The role of knowledge sharing behavior. Leadership &amp; Organization Development Journal, 42(2), 246-265. Haas, S. A., &amp; Shier, G. (2015). Employee Engagement: What Are We Talking About?A Comparative Analysis of Scholarly Definitions. Advances in Health Care Management, 18, 1-21. Hall, L. H., et al. (2016). Healthcare Staff Wellbeing, Burnout, and Patient Safety: A Systematic Review. PLoS ONE, 11(7), e0159015. Hansen, E. E., &amp; Ibarra, H. (2018). The empathy advantage: Coaching leaders to unlock hidden potential. Harvard Business Review, 96(1), 98-105. Harter, J. K., Schmidt, F. L., &amp; Hayes, T. L. (2002). Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis. Journal of Applied Psychology, 87(2), 268-279. Hmieleski. M., &amp; Ensley, M. D. (2017). A contextual examination of new venture performance: Entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism. Journal of Organizational Behavior, 38(8), 1210-1227. Huang, D. T., et al. (2016). Proactive Physician Burnout and Its Correlates: An Exploratory Study. Journal of Patient Safety, 12(4), 218-225. Ishfaq, U., Imran, A., Joseph, V., Haqdad, U., &amp; Asif, M. (2022). MEDIATING ROLE OF TRUST BETWEEN EMOTIONAL INTELLIGENCE AND PROJECT TEAM PERFORMANCE IN TELECOMMUNICATION SECTOR. PalArch\u27s Journal of Archaeology of Egypt/Egyptology, 19(4), 988-1005. Jackson, D., et al. (2018).Registered Nurses’ Perceptions of Nurse-Focused Leadership in an Aged Care Context. Journal of Nursing Management, 26(1), 49-56. Kahai, S. S., Sosik, J. J., &amp; Avolio, B. J. (2019).Effects of leadership style and followers’ cultural orientation on performance in group and individual task conditions. Leadership Quarterly, 30(2), 235-249. Kahn, W. A. (1990).Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal, 33(4), 692-724. Kane, G. C., &amp; Cruthirds, K. W. (2020). The dialectic paradox: How coaching democratically transforms leader and follower. Organizational Dynamics, 49(3), 100737. Laschinger, H. K. S., et al. (2015).Impact of Lean Six Sigma Process Improvement Methodology on Staffing, Work Environment, and Patient Flow. Journal of Nursing Care Quality, 30(4), 333-339. Macey, W. H., &amp; Schneider, B. (2008).The Meaning of Employee Engagement. Industrial and Organizational Psychology, 1(1), 3-30. Mache, S., et al. (2016).Exploring the Quadruple Aim in the Emergency Department: Workforce Well-being, Health Care Quality, Patient Safety, and Efficiency. Health Care Management Review, 41(1), 42-52. McFadden, K. L., Stock, G. N., &amp; Gowen III, C. R. (2016). Leadership, safety climate, and continuous quality improvement: Impact on process quality and patient safety. Health Care Management Review, 41(1), 28-41. Milliken, A., et al. (2018). Employee Engagement: A Framework for the Analysis of Healthcare Organizations. Health Services Management Research, 31(3), 101-109. Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.).Sage Publications. Mushtaque, T., Tunio, M. N., ur Rehman, Z., &amp; Asif, M. (2021). INFLUENCE OF ADMINISTRATIVE EXPERTISE OF HUMAN RESOURCE PRACTITIONERS ON THE JOB PERFORMANCE: MEDIATING ROLE OF ACHIEVEMENT MOTIVATION. International Journal of Management (IJM), 12(4). Oates, J., et al. (2017). Recognition and Reward for Hospital Consultants: Perceived Satisfaction. Journal of Health Organization and Management, 31(4), 392-405. Riaz,  Z., Qadir, M., &amp; Nawab, S. (2023). The Role of Transactional Leadership in Employee Performance: The Mediating Role Psychological Empowerment. Inverge Journal of Social Sciences, 2(2), 19–53. https://doi.org/10.1022/ijss.v2i2.23 Robinson, D., Perryman, S., &amp; Hayday, S. (2004).The Drivers of Employee Engagement. Institute for Employment Studies. Saks, A. M. (2006).Antecedents and Consequences of Employee Engagement. Journal of Managerial Psychology, 21(7), 600-619. Schoen, C. (2020). The leadership paradox: Empowering employees by setting clear boundaries. Leadership &amp; Organization Development Journal, 41(6), 765-780. Sexton, J. B., et al. (2006). The Safety Attitudes Questionnaire: Psychometric Properties, Benchmarking Data, and Emerging Research. BMC Health Services Research, 6, 44. Sfantou, D. F., Laliotis, A., Patelarou, A. E., Sifaki-Pistolla, D., Matalliotakis, M., &amp; Patelarou, E. (2017). Importance of leadership style towards quality of care measures in healthcare settings: A systematic review. Healthcare, 5(4), 73. Shanafelt, T. D., et al. (2015). Burnout and Satisfaction with Work-Life Balance among US Physicians Relative to the General US Population. Archives of Internal Medicine, 172(18), 1377-1385. Spence Laschinger, H. K.,et al. (2012).A Multilevel Model of Organizational Justice, Psychological Empowerment, and Burnout. Journal of Nursing Administration, 42(4), 249-257. Van Bogaert, P., et al. (2014). Impact of Role Overload on the Professional Quality of Life of Hospital Nurses. Journal of Nursing Scholarship, 46(2), 143-153. Wagner, J. I., et al. (2019).Nurse Job Satisfaction and Engagement in the Middle East. Journal of Nursing Scholarship, 51(6), 667-676. Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson

Prospectives of Antihypertensive Nano-ceuticals as Alternative Therapeutics

International audienc

Prospectives of Antihypertensive Nano-ceuticals as Alternative Therapeutics

International audienc

Prospectives of Antihypertensive Nano-ceuticals as Alternative Therapeutics

International audienc

Molecular detection of <i>Candidatus</i> Scalindua flavia, study of anammox bacterial community structure, composition in the sediments of the East China Sea and the Yellow Sea

33-47In this study, the diversity, community structure and distribution of anammox bacteria in sediments from five sites of the ECS and YS were explored by using both the 16S rRNA and hzo functional gene biomarkers. A high diversity of anammox bacteria in the studied sites with Candidatus is observed. Scalindua being the dominant group of anammox bacteria. With 16S rRNA gene primers, an inimitable Candidatus. Scalindua phylotype was identified, putatively represented a novel species, and tentatively named “ Candidatus. Scalindua flavia”. In addition, three other distinct clades were also detected with a discrete clustering in the consensus tree. Statistical analysis of environmental variables indicated that NH4+ and PO43- are positively correlated to shape the differential distribution of anammox bacteria in different environments