The role of authentic leadership on healthcare Street-Level Bureaucrats’ well-being during the pandemic

This study uses Conservation of Resources Theory, to explain Street-Level Bureaucrats’ (SLBs) workplace behavioural responses to threats to their well-being. We examine whether authentic leadership within street-level organisations positively impacts employee well-being by increasing SLBs’ perception of personal resources, and reducing their perceptions of work harassment. The research design comprises a survey that solicited quantitative and qualitative data from 163 healthcare SLBs working in Australian hospitals during the pandemic in April 2020. Analysis of the means indicates low levels of satisfaction with leadership and low levels of well-being for SLBs. The structural equation modelling findings show that poor leadership is associated with higher levels of work harassment and lower levels of employee well-being. Qualitative data support these findings. As healthcare workers were already listed as over-represented in the stress-related workers compensation statistics, one strategy may be to improve the level of organisational support by upskilling managers in authentic leadership behaviours with the aim of increasing their perception of support so as to increase employee well-being. This will benefit employees and their families, and the community they service. Points for practitioners: Street-Level Bureaucrats (SLBs) have been increasingly experiencing the public sector gap (demand outstripping supply of resources) because of the dominance of the austerity-driven managerialist paradigm. The recent COVID-19 crisis amplified the severity and impact of the public sector gap causing increased perceptions of work harassment and reductions in SLBs’ well-being. However, SLBs with high levels of Psychological Capital had a natural buffer in place to protect their well-being, and as such, they perceived less work harassment and erosion of their well-being. The way forward is to complement the austerity-driven managerialist paradigm in management decision-making with authentic leadership behaviours focused on maximising the well-being of SLBs and the public

Comparing the impact of management on public and private nurses in Bangladesh

Purpose The purpose of this paper is to use conservation of resources (COR) theory as a lens for comparing the impact of line management on Bangladeshi public and private nurses’ perception of work harassment, well-being and turnover intentions where Anglo-American and European management models have been super-imposed on an existing different culture. Design/methodology/approach Survey data were collected from 317 Bangladeshi nurses’ (131 from the public sector and 186 from the private sector). Structural equation modelling was used for analysis. Findings High work harassment was associated with low-being, and together with management practices, it explained approximately a quarter of private sector nurses’ well-being. In total, management, work harassment and employee well-being explained approximately a third of the turnover intentions of public sector nurses, whereas only work harassment explained approximately a third of private sector nurses’ turnover intentions. The findings suggest a differential impact of management on work harassment across the public and private sector. Research limitations/implications Cross-sectional data are susceptible to common method bias. A common latent factor was included, and several items that were explained by common method variance were controlled. Further, the findings are limited by the sample size from one sector and the use of only one developing country. Practical implications It is a waste of resources to transplant Anglo-American and European management models to developing countries without understanding the impact on nurses’ outcomes. Originality/value Anglo-American and European management models are not easily transferable to the Bangladesh context probably because of the impact of ties and corruption. Line management is a positive resource that builds employee well-being for public sector employees only

Comparing the impact of management on public and private sector nurses in the UK, Italy, and Australia

The research examined the impact of management upon employee outcomes (perceptions of discretionary power, well-being, engagement, and affective commitment), comparing public and private sector nurses in Australia, the United Kingdom, and Italy. Overall, 1,945 nurses participated in a self-report survey within these core- and laggard-New Public Management countries. While management influenced employee outcomes for each country, there were significant differences between the public and private sectors, with private sector nurses reporting higher perceptions of outcomes. Importantly, nurses’ engagement was affected by management practice for each country. This study raises important implications for nurse managers, especially public sector managers, described within

Debate: managing emotional labour in the public sector

No abstract available

The role of team compassion in mitigating the impact of hierarchical bullying

Hierarchical bullying in public healthcare organizations is an entrenched negative behaviour that results in a range of adverse outcomes for staff, including diminished wellbeing. This study integrates social exchange and conservation of resources theories as a lens for formulating hypotheses and employs multilevel statistical modelling to examine whether team-level compassion moderates the impact of hierarchical bullying on wellbeing. Using multilevel statistical modelling, the study analysed cross-sectional data from 632 healthcare workers nested within 48 teams in a single public health district in Australia. The findings indicate that work teams with higher levels of team compassion can mitigate the negative effects of hierarchical bullying on employee wellbeing. The results imply that investing in developing compassion within teams is an effective strategy for mitigating some harmful effects of hierarchical bullying on employee outcomes

Does being a HERO really make a positive difference to police officer Street Level Bureaucrats’ well-being?

This study examines the extent to which being a HERO (i.e., Hope, Efficacy, Resilience, and Optimism) impacts police officer Street Level Bureaucrats (SLBs) operational and organizational stress, and their subsequent perceived well-being. The sample comprised 220 Italian and 228 English SLBs, and hypotheses were tested using the Analysis for Moment Structures (AMOS) v.27 Structural Equation Modelling software. The findings depict that HERO explains approximately a fifth of SLBs’ organizational stress, and together, their variance accounted for approximately two-thirds of SLBs’ well-being. Finally, as one personal psychological resource for helping police officers cope with stress in the workplace, the findings indicate a need to upskill SLBs in HERO to better negotiate bureaucratic processes without becoming more susceptible to negative stress-related outcomes

Coordination in climbing: effect of skill, practice and constraints manipulation

BACKGROUND: Climbing is a physical activity and sport involving many subdisciplines. Minimization of prolonged pauses, use of a relatively simple path through a route and smooth transitions between movements broadly define skilled coordination in climbing. OBJECTIVES: To provide an overview of the constraints on skilled coordination in climbing and to explore future directions in this emerging field. METHODS: A systematic literature review was conducted in 2014 and retrieved studies reporting perceptual and movement data during climbing tasks. To be eligible for the qualitative synthesis, studies were required to report perceptual or movement data during climbing tasks graded for difficulty. RESULTS: Qualitative synthesis of 42 studies was carried out, showing that skilled coordination in climbing is underpinned by superior perception of climbing opportunities; optimization of spatial-temporal features pertaining to body-to-wall coordination, the climb trajectory and hand-to-hold surface contact; and minimization of exploratory behaviour. Improvements in skilled coordination due to practice are related to task novelty and the difficulty of the climbing route relative to the individual's ability level. CONCLUSION: Perceptual and motor adaptations that improve skilled coordination are highly significant for improving the climbing ability level. Elite climbers exhibit advantages in detection and use of climbing opportunities when visually inspecting a route from the ground and when physically moving though a route. However, the need to provide clear guidelines on how to improve climbing skill arises from uncertainties regarding the impacts of different practice interventions on learning and transfer

Comparing the impact of authentic leadership on Italian and UK police officers’ discretionary power, well-being and commitment

© 2020, Emerald Publishing Limited. Purpose: This paper compares the impact of leadership behaviours on the discretionary power, and well-being, and affective commitment of police officers from Italy and the United Kingdom (UK). In contrast to Italy, UK is an example of a core-New Public Management (NPM) country that has implemented reforms, in turn, changing the management and administration of public organizations. Consequently, it is expected that there will be significant differences in the behaviour of police officers. In particular, the paper examines the antecedents and outcomes of police officers\u27 well-being. Design/methodology/approach: The study involves collecting and analysing survey data using Structural Equation Modelling from 220 Italian and 238 UK police officers. Findings: There was a significant path from Leadership to Discretionary Power to Employee Well-being to Affective Commitment – at least for the Italian sample. The UK sample does not have a significant link between leadership and discretionary power. Discretionary power was similarly low for both groups as was affective commitment. Authentic leadership and discretionary power explained approximately a third of their well-being, particularly discretionary power. Together, directly and indirectly (mediated by well-being), they explained at least a third of police officers\u27 commitment to their organization. Well-being appears to be the key to ensuring effective police officers. Research limitations/implications: The limitation of this paper includes the use of cross-sectional data (Podsakoff et al., 2003). However, a common latent factor (CLF) was included, and several items that were explained by common method variance were controlled, as per George and Pandey\u27s recommendations (2017). Additionally, a Harmon\u27s single factor test was applied to the data. Practical implications: The UK police officers have significantly lower commitment compared with the Italian police officers (non-commitment), and both Italian and UK police officers have less discretionary power and well-being compared with police from the United States of America (USA) police officers and other street-level bureaucrats (SLBs). The findings suggest that the present police leadership behaviours erode rather than supports police officers\u27 discretionary power and well-being, leading to a low organizational commitment. Leadership training will better prepare managers to ensure the well-being of police officers working under conditions of work intensification. Originality/value: The UK police officers have significantly lower commitment compared with the Italian police officers (non-commitment), and both Italian and UK police officers have less discretionary power and well-being compared with US police officers and other SLBs. The findings show that the police leadership erodes rather than supports police officers\u27 discretionary power and well-being, leading to low organizational commitment. Leadership models that enhance employee well-being rather than efficiency targets must be a priority if police are to be prepared to cope effectively with emergencies and pandemics

Authentic leadership, psychological capital, acceptance of change, and innovative work behaviour in non‐profit organisations

This paper examines whether authentic leadership provides the resources employees need to build their psychological capacities and well-being so that they can embrace organisational change and engage in innovative work behaviour (IWB) within non-profit organisation (NPO). The paper builds on previous research examining the antecedents of IWB such as ‘innovation-enabling culture’ and psychological capital (PsyCap). The new variables examined in this study are authentic leadership and acceptance of change. Utilising a structural equation modelling methodology, 248 surveys from Australian not-for-profit employees were analysed revealing that authentic leadership accounted for more than a fifth of the variance of PsyCap; PsyCap, age, and authentic leadership accounted for 40% of employees’ well-being; and age, leadership, and acceptance of change accounted for a quarter of their IWB, although acceptance of change was not directly related to IWB. The main contribution of this paper is in explaining why authentic leadership is an important ingredient for building an ‘innovation-enabling culture’ for NPO employees, suggesting that such leadership provides a pathway for developing effective workplace relationships built on trust and ethical decision making. Such behaviour builds a supportive culture for developing employees’ personal resources, which promotes the conditions for promoting IWB

Emergency Service Workers: The Role of Policy and Management in (Re)shaping Wellbeing for Emergency Service Workers

This article examines the impact of psychosocial safety climate (PSC) levels and strength on the job stress and psychological distress of emergency services workers within street level bureaucracies (SLBs). The reason for the research is because the nature of their work and organizational context pre-disposes them to elevated level of psychological distress, and places them at a higher risk of subsequent debilitating physical and mental diseases, which is a cost borne by employees, their families, friends, SLBs, and taxpayers. Survey data was obtained from 274 emergency services workers (including police, and paramedics), nested within 43 workgroups, in Australia. Multilevel regression indicated that lower levels of PSC were associated with higher levels of job stress and psychological distress. Also, PSC strength had a partial moderating effect. The findings justify governments intervening legislatively to ensure SLBs’ take responsibility for ensuring a supportive PSC to mitigates the impact of exposure to workplace trauma