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Linking transformational leadership to nurses' extra-role performance: the mediating role of self-efficacy and work engagement
dc.contributor.author | Martinez, Isabel M. | |
dc.contributor.author | Salanova, Marisa | |
dc.contributor.author | Lorente Prieto, Laura | |
dc.contributor.author | Chambel, Maria José | |
dc.date.accessioned | 2012-10-30T14:25:11Z | |
dc.date.available | 2012-10-30T14:25:11Z | |
dc.date.issued | 2011-10 | |
dc.identifier.issn | 0309-2402 | |
dc.identifier.uri | http://hdl.handle.net/10234/50339 | |
dc.description.abstract | Aims. This paper is a report of a social cognitive theory-guided study about the link between supervisors’ transformational leadership and staff nurses’ extra-role performance as mediated by nurse self-efficacy and work engagement. Background. Past research has acknowledged the positive influence that transformational leaders have on employee (extra-role) performance. However, less is known about the psychological mechanisms that may explain the links between transformational leaders and extra-role performance, which encompasses behaviours that are not considered formal job requirements, but which facilitate the smooth functioning of the organization as a social system. Methods. Seventeen supervisors evaluated nurses’ extra-role performance, the data generating a sample consisting of 280 dyads. The nurses worked in different health services in a large Portuguese hospital and the participation rate was 76·9% for nurses and 100% for supervisors. Data were collected during 2009. A theory-driven model of the relationships between transformation leadership, self-efficacy, work engagement and nurses’ extra-role performance was tested using Structural Equation Modelling. Results. Data analysis revealed a full mediation model in which transformational leadership explained extra-role performance through self-efficacy and work engagement. A direct relationship between transformational leadership and work engagement was also found. Conclusion. Nurses’ supervisors with a transformational leadership style enhance different ‘extra-role’ performance in nurses and this increases hospital efficacy. They do so by establishing a sense of self-efficacy but also by amplifying their levels of engagement in the workplace. | ca_CA |
dc.format.extent | 11 p. | ca_CA |
dc.format.mimetype | application/pdf | ca_CA |
dc.language.iso | eng | ca_CA |
dc.publisher | © Blackwell Publishing Ltd | ca_CA |
dc.relation.isPartOf | Journal of Advanced Nursing (Oct. 2011) vol. 67, no. 10, p. 2079–2292 | ca_CA |
dc.rights.uri | http://rightsstatements.org/vocab/CNE/1.0/ | * |
dc.subject | extra-role performance | ca_CA |
dc.subject | nursing | ca_CA |
dc.subject | self-efficacy | ca_CA |
dc.subject | transformational leadership | ca_CA |
dc.subject | work engagement | ca_CA |
dc.title | Linking transformational leadership to nurses' extra-role performance: the mediating role of self-efficacy and work engagement | ca_CA |
dc.type | info:eu-repo/semantics/article | ca_CA |
dc.identifier.doi | http://dx.doi.org/10.1111/j.1365-2648.2011.05652.x | |
dc.rights.accessRights | info:eu-repo/semantics/restrictedAccess | ca_CA |
dc.relation.publisherVersion | http://onlinelibrary.wiley.com/doi/10.1111/j.1365-2648.2011.05652.x/abstract | ca_CA |
dc.type.version | info:eu-repo/semantics/publishedVersion | ca_CA |
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