Leadership training is virtually nonexistent for dental students, and practicing dentists rarely engage in any form of leadership development, relying primarily on mentoring by senior colleagues and on-the-job experiences. Dentists serve in a hybrid role as clinicians and managers to provide quality dental care and establish a profitable business, respectively. This quantitative study investigated the ways in which the emotional intelligence (EI) and leadership styles of 16 dentist clinician managers (DCMs) affected their dental teams. Specifically, the effects of leadership style and EI of DCMs on individual psychological empowerment (PE), team PE, and employee engagement were explored. Team PE effects on individual PE and employee engagement also were assessed. A multiple regression analysis and a correlational analysis were conducted to examine the effects of leadership style and EI on team and individual levels of PE and employee engagement of various groupings of dental teams in the Utah region. The results showed positive and significant predictive relationships between servant leadership style, transformational leadership style, and team PE and the dependent variables (DVs). DCM EI, transactional leadership style, and laissez-faire leadership style did not significantly contribute to predicting the DV outcomes. The results add to the limited amount of available research on the clinician manager model used extensively in the dental industry. The study also identified leadership styles that might be more conducive to clinician management, and it showed whether the clinician manager model is a viable model in the health care industry.

Research has demonstrated that safety outcomes are impacted by workplace risk factors, but also supervisory practices and employee actions. An area that has not been explored is the impact of employee cognitions on safety outcomes defined as work-related injuries. Based on the conceptual framework of psychological empowerment (PE), the purpose of this study was to examine the relationship of employee cognitions as measured by PE as related to leadership and safety climate and the occurrence of work-related injury. The research examined the mediating effect of (PE) on the factors of leadership and safety climate and their relationship to work-related injury. A cross-sectional survey design was used to gather data from a convenience sample of 125 front-line food manufacturing employees from 3 different organizations. Multiple regression was used to analyze data from the Organization-Level Safety Climate Scale, the Psychological Empowerment Instrument, the Leader Behavior Scale, and number of self-reported injuries. The results of the analysis were non-significant. Although the results were non-significant, this study promotes positive social change in bringing awareness to the issue of employee cognitions and their role in workplace injury. Exploring the implications of cognitive variables including PE using a different methodology such as incorporating a qualitative follow-up questionnaire could lead to clarity of the value of PE in reducing workplace injury thereby positively impacting employees, organizations, family members, and tax payers.

School nurses who transition from hospital or clinic-based settings to a school-based work environment often lack sufficient transitioning skills and orientation to cope with the roles and responsibilities of school-based nursing. The result is a high attrition rate among school-based nurses. School nurses may leave their positions due to experiences of marginalization, including isolation, role confusion, and barriers to practice. In this phenomenological study, the lived experiences of 12 school-based nurses who transitioned from hospital or clinical settings were explored. Bandura's self-efficacy and Spreitzer's psychological empowerment theories were used in interpreting the findings. Data were collected via face-to-face individual interviews with nurses residing in the State of Maryland. The study findings revealed the difficulties experienced by these nurses during the initial years of their transition to school nursing. Multitasking was very challenging at the initial stage of transition for nurses who were new to school-based-practice. For nurses who were learning to navigate the school system, adhering to educational standards and protocols while setting appropriate priorities to provide quality nursing care for students was difficult. The nurses' understanding of health and wellness shaped and influenced their decision to continue with school nursing to help students reach their maximum health and academic achievements. This study may lead to positive social change by helping readers to better understand the transition process for hospital-based nurses who enter the school environment. With an improved understanding of this population, it may be possible to lower attrition and burnout rates among school nurses.

Under coronapandemin har distansarbete blivit ett vanligt förekommande arbetssätt och är, som det verkar, här för att stanna. Tidigare forskning på området belyser fördelar som tidsbesparing och mer flexibilitet men distansarbete är inte helt fritt från utmaningar då det bland annat sätter prov på anställdas organisationsidentitet (OI). Föreliggande studies ändamål var således att undersöka sambandet mellan OI och upplevelse av distansarbete. För att besvara frågeställningen utformades en enkät som besvarades av anställda på en av Luleå kommuns förvaltningar (N=56). Undersökningen kom även att undersöka de anställdas inställning till distansarbete framöver. För att beräkna OI hos förvaltningens anställda mättes respondenternas uppfattning av transformativt ledarskap (TL) på förvaltningen samt deras upplevda psykologiska isolering, psykologiska bemyndigande och trivsel på förvaltningen i allmänhet. Resultatet indikerade höga nivåer av OI bland de anställda (M = 65.38, SD = 9.65 på en skala av 16–80) och positiva upplevelser av distansarbetet (M = 28.52, SD = 5.12 på en skala av 7–35). En enkel linjär regressionsanalys visade att en positiv upplevelse av distansarbete hade en positiv inverkan på OI och majoriteten av respondenterna (80%) föredrar att distansarbeta 1–3 dagar i veckan. / During the corona pandemic telework has become increasingly more common in the workplace and is, as it seems, here to stay. Existing research on telework has found benefits of telework concerning time-saving as well as more flexibility. Still, telework is not free from challenges as it, among other things, tests the employees’ organizational identity (OI). This study thus aimed to investigate the relationship between OI and how employees experience teleworking. To answer the research question, a survey was designed and distributed to employees of one of the departments in Luleå Kommun (N=56). The study also came to examine the employees’ outlook on telework moving forward. To calculate OI at the department, the respondents' experience of transformational leadership (TL), psychological isolation, psychological empowerment and well-being at the department were measured. The result indicated high levels of OI among the employees (M = 65.38, SD = 9.65 on a scale of 16–80) and a positive outlook on telework (M = 28.52, SD = 5.12 on a scale of 7–35). A simple linear regression analysis showed that a positive outlook on telework has a positive impact on OI and most of the respondents (80%) prefer to telework 1-3 days a week.

In today's high pace of globalization and constant development of organizations, it is highly crucial that companies are able to adapt and figure out how to do things differently, such as to resolve how to streamline their work with the resources they have in the best possible way. One way of doing this is through the concept of Self-leadership which is a phenomenon providing the employees with more freedom and working independently more frequently without constant external executive control. Therefore, the authors of this paper have studied how the employees can use self-leadership with the purpose to examine if self-leadership can be used as a universal concept as well as in which situations it can be utilized. Thus, this master's thesis aims to contribute to the theoretical and empirical findings regarding this concept. This, by presenting various theories about the aspects of self-leadership in order to get a better understanding of how trust, communication and reliance may facilitate the entire process and how the leader of an organization could affect the practice and outcome of self-leadership. In order to provide a more in-depth aspect regarding the individuals practicing it on a daily basis, the authors have also studied the psychological aspects that may affect the practice, bearing in mind the cultural aspects that one possesses to see how these two factors may be intertwined to the concept of self-leadership. Additionally, the authors have studied the pros and cons with self-leadership as well as to find out whether or not self-leadership can be used as a universal concept that can be applicable in all working situations, independent of what role one has or in what sector one operates in, which is also one of the focal points of this study. Further, it has been examined to what extent self-leadership affects the performance of the person practicing it. Based on the theoretical findings and empirical data collected from practitioners working with self-leadership, operating in the international banking and IT sector, 4 semi-structured interviews were conducted which resulted in conclusions such as that self-leadership can be used by anyone, at any place or any time, no matter role or organization, rather the question lays within to what extent it may be practiced as some specific situations might require it more or less. Finally, the authors of this paper believe that self-leadership is applicable in all situations and that anyone would be able to practice it if there are enough balance between trust and communication from the the individuals in the organization and if it is clear enough by the superiors to what extent it may be practiced in different situations.

Depuis que le concept d’habilitation (empowerment) a été introduit dans le monde du travail, il est rapidement devenu à la mode dû à ses bénéfices anticipés à la fois pour les organisations et pour les travailleurs. Toutefois, bien que l’état d’habilitation psychologique des travailleurs ainsi que ses déterminants soient bien documentés (Seibert, Wang, & Courtright, 2011), il existe peu d’outils pour évaluer de façon comportementale l’habilitation des travailleurs (Boudrias & Savoie, 2006). Cette réalité nuit aux organisations qui tentent de mettre en place des programmes d’habilitation des employés et qui souhaitent en mesurer leurs effets comportementaux. En 2006, Boudrias et Savoie ont amorcé le travail pour pallier cette lacune en créant un cadre conceptuel de l’habilitation comportementale au travail composé de deux approches distinctes, soit l’approche émergente (comportements discrétionnaires) et l’approche structurelle (implication dans la gestion du travail) et en validant un premier questionnaire permettant de mesurer l’approche émergente. La présente thèse vise à poursuivre le travail amorcé, en instrumentant la seconde approche et en poursuivant la validation du concept d’habilitation comportementale. Plus spécifiquement, la thèse vise à : a) valider un questionnaire qui mesure l’implication des employés dans la gestion de leur travail, en deux versions, à savoir une version auto-rapportée ainsi qu’une version destinée au supérieur hiérarchique; b) établir la structure factorielle de l’habilitation comportementale à l’aide des deux approches opérationnalisées; c) vérifier la spécificité du construit d’habilitation comportementale par rapport à d’autres mesures connexes (p.ex. comportements de citoyenneté organisationnelle, comportements d’innovation, comportements d’auto-leadership et d’autogestion), et d) vérifier un modèle structurel incluant trois déterminants de l’environnement de travail, à savoir le style de supervision, le soutien des collègues et la latitude décisionnelle, comme prédicteur de l’habilitation individuelle au travail, évaluée à l’aide d’une mesure d’habilitation psychologique et des mesures des deux approches d’habilitation comportementale. Pour ce faire, trois études distinctes ont été réalisées auprès de travailleurs variés et quatre échantillons ont été constitués dont trois comprenant uniquement des données auto-rapportées (N = 274, 104, 249) et un quatrième incluant aussi des données rapportées par le supérieur (N = 151). Les résultats des analyses factorielles confirmatoires démontrent que la structure de l’instrument d’implication dans la gestion ainsi que celle de l’habilitation comportementale composée des deux approches sont constantes d’un échantillon à l’autre et dans ses deux versions. De plus, les propriétés métriques du questionnaire validé sont satisfaisantes. D’autre part, les résultats des analyses corrélationnelles indiquent que les mesures d’habilitation comportementale présentent une validité discriminante par rapport à des mesures d’autres construits connexes. Enfin, les analyses acheminatoires pour vérifier le modèle structurel anticipé indiquent que l’habilitation psychologique agit comme variable médiatrice dans les relations entre, d’une part, la latitude décisionnelle et les pratiques de gestion des supérieurs, et, d’autre part, les deux approches d’habilitation comportementale. Le soutien des collègues, de son côté, n’est pas relié à l’habilitation des travailleurs. / Since the concept of empowerment was introduced in the world of work, it quickly became fashionable due to its anticipated benefits for the organizations and the workers. However, although the state of psychological empowerment of workers, as well as its antecedents, are well documented (Seibert, Wang, & Courtright, 2011), there are few tools to assess behavioral empowerment. This reality undermines the efforts of organizations trying to implement employee empowerment programs and of those that wish to measure their behavioral effects. In 2006, Boudrias and Savoie began the work to address this gap by creating a framework of behavioral empowerment at work that consists of two distinct approaches, namely the “emerging approach” (discretionary behaviors) and the “structural approach” (involvement in work management). They also created the first questionnaire enabled to measure the emergent approach (Boudrias & Savoie, 2006). This thesis aims to pursue their work by creating a questionnaire to measure the second approach and by continuing validation of the concept of behavioral empowerment. More specifically, this thesis aims to: a) validate a questionnaire to measure employee involvement in managing their work in two versions, namely a self-reported version and one version for superior; b) establish the factorial structure of behavioral empowerment using the two approaches; c) verify the specificity of the construct of behavioral empowerment by comparing it to other related measures (e.g., organizational citizenship behaviors, innovation behaviors, self-leadership and self-management behaviors), and d) verify a structural model including three determinants of the work environment, namely the style of supervision, peer support and decision latitude, as predictor of individual work empowerment, measured using a scale of psychological empowerment and scales for both behavioral empowerment approaches. To do this, three separate studies were conducted with various workers and four samples were formed: three samples containing only self-reported data (N = 274, 104, 249) and a fourth sample that also includes data reported by the supervisors (N = 151). The result of confirmatory factor analyzes show that the structures of the scale of involvement in the management of work as well as the behavioral empowerment scale are consistent from sample to sample and in both versions. In addition, the psychometric properties of the scales are satisfactory. On the other hand, the results of the correlational analyzes indicate that measures of behavioral empowerment have discriminant validity in relation to measures of some related constructs. Finally, the results of path analyzes used to verify the anticipated structural model indicate that psychological empowerment acts as a mediating variable in the relationship between, on the one hand, decision latitude and superior management practices and, on the other hand, two approaches to behavioral empowerment. Meanwhile, peer support is not related to workers empowerment.

No description available.

Philosophiae Doctor - PhD / Modern day leaders are faced with a complex globalised environment that has resulted in intense competition, ever-changing government rules and regulations, stakeholder demands, environmental policies and much more. In order to not only survive but thrive, they need to lead and motivate a diversified group of employees with different economic, cultural, and socio-political values. Today’s leaders need to develop effective managerial strategies, learn to inspire those both inside and outside of the organisation, and guide change. This study aimed to provide insight into change-oriented leadership and examine its effect on psychological capital (PsyCap) and psychological empowerment as antecedents of work engagement and change-oriented organisational citizenship behaviour (changed-oriented OCB). For purposes of this study, a quantitative research design was employed using both paper and pencil and electronic questionnaires. Data was gathered by using a probability sample of employees within a manufacturing organisation in South Africa (N = 736). The measurement instruments were revalidated for the South African sample through both confirmatory factor analysis (CFA) and partial least squares structural equation modelling (PLS-SEM). All the measuring instruments retained its original factor structures and reported acceptable reliabilities of change-oriented leadership (α= .908), PsyCap (α= .848), psychological empowerment (α= .860), work engagement (α= .883) and changed-oriented OCB (α= .897).

Although much is known about employee empowerment and work designs, numerous companies and management practitioners struggle to implement empowerment initiatives effectively because it is not known which approach best facilitates individual levels of psychological empowerment. Traditional job design theory focuses on the role of managers and portrays employees as passive grantees of empowerment. Employees may influence their own empowerment by taking an active role in work design. The primary purpose of this correlational study was to examine whether job crafting or idiosyncratic deals are more or less empowering than job design and how work locus of control influences these relationships. It was hypothesized that job crafting would be the strongest correlate with psychological empowerment. A quantitative cross-sectional survey was designed with measures adapted from existing instruments. A sample of 150 adults, drawn from various industries in the United States, completed a voluntary, online survey. Data analysis, which used Pearson correlations, revealed that job crafting had a stronger relationship with psychological empowerment than did idiosyncratic deals and management-driven job design for employees with high internal work locus of control. Findings from this study may help organizational leaders understand how employees with high internal tendencies are psychologically empowered when actively engaged in designing their own work. Employees may then feel empowered to advance the company's social agenda and make personalized contributions to the greater society, essentially becoming goodwill ambassadors for the organization.

Depuis que le concept d’habilitation (empowerment) a été introduit dans le monde du travail, il est rapidement devenu à la mode dû à ses bénéfices anticipés à la fois pour les organisations et pour les travailleurs. Toutefois, bien que l’état d’habilitation psychologique des travailleurs ainsi que ses déterminants soient bien documentés (Seibert, Wang, & Courtright, 2011), il existe peu d’outils pour évaluer de façon comportementale l’habilitation des travailleurs (Boudrias & Savoie, 2006). Cette réalité nuit aux organisations qui tentent de mettre en place des programmes d’habilitation des employés et qui souhaitent en mesurer leurs effets comportementaux. En 2006, Boudrias et Savoie ont amorcé le travail pour pallier cette lacune en créant un cadre conceptuel de l’habilitation comportementale au travail composé de deux approches distinctes, soit l’approche émergente (comportements discrétionnaires) et l’approche structurelle (implication dans la gestion du travail) et en validant un premier questionnaire permettant de mesurer l’approche émergente. La présente thèse vise à poursuivre le travail amorcé, en instrumentant la seconde approche et en poursuivant la validation du concept d’habilitation comportementale. Plus spécifiquement, la thèse vise à : a) valider un questionnaire qui mesure l’implication des employés dans la gestion de leur travail, en deux versions, à savoir une version auto-rapportée ainsi qu’une version destinée au supérieur hiérarchique; b) établir la structure factorielle de l’habilitation comportementale à l’aide des deux approches opérationnalisées; c) vérifier la spécificité du construit d’habilitation comportementale par rapport à d’autres mesures connexes (p.ex. comportements de citoyenneté organisationnelle, comportements d’innovation, comportements d’auto-leadership et d’autogestion), et d) vérifier un modèle structurel incluant trois déterminants de l’environnement de travail, à savoir le style de supervision, le soutien des collègues et la latitude décisionnelle, comme prédicteur de l’habilitation individuelle au travail, évaluée à l’aide d’une mesure d’habilitation psychologique et des mesures des deux approches d’habilitation comportementale. Pour ce faire, trois études distinctes ont été réalisées auprès de travailleurs variés et quatre échantillons ont été constitués dont trois comprenant uniquement des données auto-rapportées (N = 274, 104, 249) et un quatrième incluant aussi des données rapportées par le supérieur (N = 151). Les résultats des analyses factorielles confirmatoires démontrent que la structure de l’instrument d’implication dans la gestion ainsi que celle de l’habilitation comportementale composée des deux approches sont constantes d’un échantillon à l’autre et dans ses deux versions. De plus, les propriétés métriques du questionnaire validé sont satisfaisantes. D’autre part, les résultats des analyses corrélationnelles indiquent que les mesures d’habilitation comportementale présentent une validité discriminante par rapport à des mesures d’autres construits connexes. Enfin, les analyses acheminatoires pour vérifier le modèle structurel anticipé indiquent que l’habilitation psychologique agit comme variable médiatrice dans les relations entre, d’une part, la latitude décisionnelle et les pratiques de gestion des supérieurs, et, d’autre part, les deux approches d’habilitation comportementale. Le soutien des collègues, de son côté, n’est pas relié à l’habilitation des travailleurs. / Since the concept of empowerment was introduced in the world of work, it quickly became fashionable due to its anticipated benefits for the organizations and the workers. However, although the state of psychological empowerment of workers, as well as its antecedents, are well documented (Seibert, Wang, & Courtright, 2011), there are few tools to assess behavioral empowerment. This reality undermines the efforts of organizations trying to implement employee empowerment programs and of those that wish to measure their behavioral effects. In 2006, Boudrias and Savoie began the work to address this gap by creating a framework of behavioral empowerment at work that consists of two distinct approaches, namely the “emerging approach” (discretionary behaviors) and the “structural approach” (involvement in work management). They also created the first questionnaire enabled to measure the emergent approach (Boudrias & Savoie, 2006). This thesis aims to pursue their work by creating a questionnaire to measure the second approach and by continuing validation of the concept of behavioral empowerment. More specifically, this thesis aims to: a) validate a questionnaire to measure employee involvement in managing their work in two versions, namely a self-reported version and one version for superior; b) establish the factorial structure of behavioral empowerment using the two approaches; c) verify the specificity of the construct of behavioral empowerment by comparing it to other related measures (e.g., organizational citizenship behaviors, innovation behaviors, self-leadership and self-management behaviors), and d) verify a structural model including three determinants of the work environment, namely the style of supervision, peer support and decision latitude, as predictor of individual work empowerment, measured using a scale of psychological empowerment and scales for both behavioral empowerment approaches. To do this, three separate studies were conducted with various workers and four samples were formed: three samples containing only self-reported data (N = 274, 104, 249) and a fourth sample that also includes data reported by the supervisors (N = 151). The result of confirmatory factor analyzes show that the structures of the scale of involvement in the management of work as well as the behavioral empowerment scale are consistent from sample to sample and in both versions. In addition, the psychometric properties of the scales are satisfactory. On the other hand, the results of the correlational analyzes indicate that measures of behavioral empowerment have discriminant validity in relation to measures of some related constructs. Finally, the results of path analyzes used to verify the anticipated structural model indicate that psychological empowerment acts as a mediating variable in the relationship between, on the one hand, decision latitude and superior management practices and, on the other hand, two approaches to behavioral empowerment. Meanwhile, peer support is not related to workers empowerment.