Christina Nizamidou, Anastasia Chatziioannou and Panagiotis Gkorezis
Organizational exploration has recently emerged in the literature as an essential aspect of contemporary organizations. However, little is known about its antecedents and…
Abstract
Purpose
Organizational exploration has recently emerged in the literature as an essential aspect of contemporary organizations. However, little is known about its antecedents and, specifically, the role of contemporary leadership styles. The present study investigates the relationship between empowering leadership and organizational exploration. In addressing this relationship, we examine preoccupation with failure and leader gender as a mediator and a moderator, respectively.
Design/methodology/approach
We collected data from a sample of 326 US employees in March 2022. To test the present hypotheses, we used the PROCESS SPSS macro.
Findings
Our results supported our moderated mediation model, demonstrating that the indirect relationship of empowering leadership with organizational exploration via preoccupation with failure is stronger for male leaders than for female counterparts.
Practical implications
Concerning the practical implications of this study, organizations should be cognizant of empowering leaders’ impact on desirable outcomes. Additionally, organizations should promote preoccupation with failure to ameliorate organizational exploration. Preoccupation with failure can be achieved when error reporting is encouraged by organizations and supervisors and when a culture that promotes constructive feedback is established.
Originality/value
The present study offers novel insights into the underlying mechanisms and boundary conditions through which empowering leadership relates to organizational exploration. Additionally, it fills a gap in the literature concerning the relationship between empowering leadership and preoccupation with failure. Moreover, it adds to prior research regarding the outcomes of preoccupation with failure, filling the gap regarding the relationship between preoccupation with failure and organizational exploration. Lastly, it expands limited research focused on leader gender as a condition under which the effect of contemporary leadership styles could be enhanced or mitigated.
Details
Keywords
Anna Bochoridou, Anastasia Chatziioannou, Panagiotis Gkorezis and Anastasia Triantou
Using conservation of resources (COR) theory as our theoretical basis, we investigate how nurses’ perceived overqualification influences their service behavior. In doing so, we…
Abstract
Purpose
Using conservation of resources (COR) theory as our theoretical basis, we investigate how nurses’ perceived overqualification influences their service behavior. In doing so, we highlight nurses’ silence toward patient safety and praise from patients as a mediator and moderator, respectively.
Design/methodology/approach
Data were collected from 201 nurses employed in a Greek public hospital. To examine the present hypotheses, we used the PROCESS macro.
Findings
We found that nurses’ perceived overqualification affects their silence toward patient safety, which in turn leads to reduced levels of service behavior. Furthermore, praise from patients attenuated the relationship of perceived overqualification with nurses’ silence toward patient safety, such that this association was significant only when praise from patients was low. Similarly, the indirect linkage of perceived overqualification with service behavior through nurses’ silence toward patient safety was significant only for nurses who had low levels of praise from patients.
Originality/value
This is one of the few studies that examine the phenomenon of perceived overqualification in nursing. Specifically, the potential effect of nurses’ perceived overqualification on their service behavior has been neglected. In addition, less is known about how nurse-patient interaction mitigates or boosts nurses’ experience of overqualification. By investigating the mediating and moderating mechanisms, this study extends the existing literature regarding why and how perceived overqualification affects nurses’ service behavior. Based on our findings, we discuss implications for theory and practice.