Talal AlShammari, Paul Jennings and Brett Williams
Emergency medical services (EMS) educational standards in Saudi Arabia have developed at an unprecedented rate, and the rapid pace of development has resulted in a considerable…
Abstract
Purpose
Emergency medical services (EMS) educational standards in Saudi Arabia have developed at an unprecedented rate, and the rapid pace of development has resulted in a considerable disparity of educational approaches. Therefore, an empirically based core competency framework should be developed. The aim was to utilize exploratory factor analysis (EFA) in the reduction and generation of a theoretical Saudi competency model.
Design/methodology/approach
A purposive sample was utilized in a national quantitative cross-sectional study design of Saudi Red Crescent Authority (SRCA) healthcare workers. The instrument comprised 41 core competency items rated on a Likert scale. EFA alpha factoring with oblique promax rotation was applied to the 41 items.
Findings
A total of 450 EMS healthcare providers participated in the study, of whom 422 (93.8 per cent) were male and 28 (6.2 per cent) female. Of the participants, 230 (60 per cent) were aged 29–39 years and 244 (54.2 per cent) had 5–9 years of experience. An EFA of instrument items generated five factors: professionalism, preparedness, communication, clinical and personal with an eigenvalue > 1, representing 67.5 per cent of total variance. Only variables that had a loading value >0.40 were utilized in the factor solution.
Originality/value
The EFA model Saudi ParamEdic Competency Scale (SPECS) has been identified, with 27 core competency items and five overarching factors. The model has considerable similarities to other medical competency frameworks. However, some aspects are specifically unique to the Saudi EMS context. The SPECS model provides an academic blueprint that can be used by paramedic educational programs to ensure empirical alignment with the needs of the industry and community.
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Wafa Awni Alkhadra, Sadam Khawaldeh and Jehad Aldehayyat
The sound leadership style can be indicative of organizational success and explanatory of quality performance. Besides this, there are various factors that can impact…
Abstract
Purpose
The sound leadership style can be indicative of organizational success and explanatory of quality performance. Besides this, there are various factors that can impact organizational performance. To this end, this study aims to investigate the effect of ethical leadership on organizational performance, with the mediating role of corporate social responsibility (CSR) and organizational culture.
Design/methodology/approach
The service sector in Jordan was targeted by this research, and data were collected from 371 middle-level and top-level managers working in service companies. These responses were analyzed by using analysis of a moment structure.
Findings
The result conveyed that ethical leadership does not only influence organizational performance, but it also, and positively so, affects the organizational culture and CSR. In addition, CSR and organizational culture significantly mediate the relationship between ethical leadership and organizational performance.
Practical implications
The findings of this study are a guide for managers and owners of service companies who are aiming to enhance organizational performance. If they follow the ethical leadership approach and emphasize CSR initiatives and organizational culture, they can attain, and naturally so, the maximum level of organizational performance.
Originality/value
To the best of the authors’ knowledge, this research paper is the first to analyze ethical leadership in the context of the service sector in Jordan and highlight its influence on organizational culture, CSR and ultimately organizational performance. Moreover, it examined the mediating effects of organizational culture and CSR between ethical leadership and organizational performance.
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Shahbaz Sharif, Omaima Munawar Albadry, Muhammad Kashif Durrani and Muhammad Hamid Shahbaz
Employees are driven and motivated to exercise knowledge-based resources as a result of leadership. Therefore, this study aims to examine the effect of authentic leadership on…
Abstract
Purpose
Employees are driven and motivated to exercise knowledge-based resources as a result of leadership. Therefore, this study aims to examine the effect of authentic leadership on organizational commitment and tacit and explicit knowledge-sharing behaviors in Saudi non-profit organizations (NPOs). The study also aims to explore authentic leadership’s direct and indirect impact on tacit and explicit knowledge-sharing behaviors via organizational commitment.
Design/methodology/approach
The study used a quantitative research design by distributing a survey questionnaire among 415 employees. A total of 300 responses were collected during the survey questionnaire data collection.
Findings
The results showed that authentic leadership significantly and positively influenced organizational commitment and tacit and explicit knowledge sharing. Additionally, organizational commitment significantly and positively mediated the relationship between authentic leadership and tacit knowledge sharing, and there was partial mediation. However, organizational commitment failed to mediate the relationship between authentic leadership and explicit knowledge sharing.
Practical implications
The management of Saudi NPOs should focus on developing knowledge capital resources for employees who work in an organization to get a competitive advantage.
Originality/value
The study made a novel contribution that the Saudi NPOs should promote tacit and explicit knowledge-sharing but focus more on explicit knowledge sharing.