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Empowering leadership: A conflict resolver and a performance booster for organizations.

ABSTRACT: Organizational sustainability has become a critical challenge in the current era. This research purpose is to determine the impact of empowering leadership on conflict management and employees' performance for organizational sustainability. Furthermore, it also investigates the moderating impact of emotional stability on the relationship between empowering leadership, conflict management, and employee performance. Quantitative data for this research was collected from 512 middle-management-level employees from manufacturing firms in China. The partial least squares structural equation modelling results highlighted that empowering leadership positively impacts conflict management and employees' performance. Furthermore, the study showed that the organization's sustainability is possible with conflict management and employee performance when there is emotional stability. The theoretical grounding of this research closed a loop in the literature, and the findings are reliable for practice for organization sustainability.

SUBMITTER: Wang Y

PROVIDER: S-EPMC10688739 | biostudies-literature | 2023

REPOSITORIES: biostudies-literature

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Empowering leadership: A conflict resolver and a performance booster for organizations.

Wang Yi Y

PloS one 20231130 11

Organizational sustainability has become a critical challenge in the current era. This research purpose is to determine the impact of empowering leadership on conflict management and employees' performance for organizational sustainability. Furthermore, it also investigates the moderating impact of emotional stability on the relationship between empowering leadership, conflict management, and employee performance. Quantitative data for this research was collected from 512 middle-management-level ...[more]

PMID: 38032925

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Project description:BackgroundGiven India's high patient load on the existing healthcare setup, as well as political, social, and organizational challenges, the nursing sector is facing various problems, therefore leading to substandard nursing experiences leading to poor patient care at the parallel healthcare setups, specifically homecare. This paper presents self-managed organizations (SMOs) characterized by a horizontal management structure as an effective alternative to existing hierarchical management structures overladen with bureaucracy. Therefore, we are exploring the strategies at self-managed homecare organizations that can make nursing a better and more productive experience.MethodThis study utilized Constructivist Grounded Theory (CGT), employing semi-structured interviews to explore nursing dynamics in horizontal organizational structures. It delved into crucial aspects like finances, organizational structure, value systems, information flow, and conflict resolution within SMOs. The methodology involved theoretical sampling, prioritizing expert self-management knowledge over mere representativeness. Seven nurses, twelve management members, and fifteen patients from self-managed homecare organizations contributed to the examination of nursing experiences. Constant comparative analysis of data led to the identification of the Qualitative Success Enablers (QSEs), revealing three themes: Insightfulness, Enhancing Nursing Experience through Job Enrichment, and Autonomy-Enabled Intrapreneurship.ResultsThe findings indicate that the horizontal management structure represented by the studied organization in India has shown considerable success in times laden with uncertainties during the COVID-19 pandemic, especially during the delta wave, which revealed the frailty of existing healthcare infrastructure. The organization successfully maintained a better nursing experience and gained patient and employee satisfaction, as revealed by in-depth semi-structured interviews and constant comparative analysis.ConclusionIn a world of unique challenges, we stand on the brink of significant transformations. SMOs are vital in India's homecare sector for enhancing nursing experiences and overall organizational performance. Fostering a trust-based environment within SMOs is integral to delivering effective services. The autonomy to design nursing jobs, insightfulness, and innovativeness in the nursing job through suitable training activities, various job enrichment methods, and finding meaningfulness in a job through softer aspects of caregiving result in an enhanced nursing experience at SMOs. This groundbreaking approach can be extended to other homecare organizations in India, relieving the strain on the existing healthcare system.

Project description:BackgroundConflicts of interest (COI) jeopardize the validity of Clinical Practice Guidelines (CPGs). When the Institute of Medicine promulgated COI policies in 2011, few organizations met these requirements, but it is unknown if organizations have improved their policies since that time. We sought to evaluate current adherence to IOM standards of COI policies.Methods and findingsWe conducted a retrospective document review of COI policies and CPGs from organizations that published five or more CPGs between January 1, 2018 and December 31, 2019. Organizations were identified via CPG databases. COI policies were obtained from an internet search. We collected data on i) the number of organizations that have COI policies specific to CPG development, ii) the number of policies meeting each IOM standard and iii) the number of IOM standards met by each policy. COI disclosures from five CPGs of each organization were assessed for adherence to IOM standards. Among the 46 organizations that published 5 or more CPGs, 36 (78%) had a COI policy. Standard 2.2b (requiring divestment of financial COI) was met least frequently, by 2 of 36 (6%) organizations. Standard 2.1 (requiring disclosure of COI) was met most frequently, by 33 of 36 (92%) organizations. A total of 31 of 36 (86%) organizations met 4 or fewer of the 7 IOM standards. Among the 16 organizations limiting COI to a minority of the CPG panel (standard 2.4c) and the 15 organizations prohibiting COI among chairs or co-chairs (standard 2.4d), 12 (75%) and 10 (67%) organizations violated the respective standard in at least one CPG. The main limitations of our study are the exclusion of organizations producing fewer CPGs and ability to assess only publicly available policies.ConclusionAmong organizations producing CPGs, COI policies frequently do not meet IOM standards, and organizations often violate their own policies. These shortcomings may undermine the public trust in and thus the utility of CPGs. CPG-producing organizations should improve their COI policies and their strategies to manage COI to increase the trustworthiness of CPGs.

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Empowering leadership: A conflict resolver and a performance booster for organizations.

Publications

Empowering leadership: A conflict resolver and a performance booster for organizations.

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