Hybrid Leadership and Incivility in Healthcare
DOI:
https://doi.org/10.33423/jlae.v21i3.7211Keywords:
leadership, accountability, ethics, hybrid leadership, incivilityAbstract
With a rise in incivility in the workplace, leadership is critical for today’s healthcare organizations. There are many leadership styles to consider for healthcare leaders. This research focuses on nine leadership and hybrid leadership styles to determine significant relationships to incivility among healthcare employees. We used the Vannsimpco Leadership Survey and Chung et al.’s Work Group Incivility scale to survey 174 healthcare employees. Our study found that managers need to know that one leadership style may not be the best and that a combination of styles may be needed in varying situations. We found that transformational and autocratic-transformational leadership styles reduced incivility between healthcare employees. Our study indicated that when a manager uses transformational leadership or a hybrid form of autocratic-transformational leadership, healthcare employees have less incivility.
References
Amundsen, S., & Martinsen, O.L. (2014). Self-other agreement in empowering leadership: Relationships with leader effectiveness and subordinates’ job satisfaction and turnover intention. Leadership Quarterly, 25(4), 784–800. https://doi.org/10.1016/j.leaqua.2014.04.007
Andersson, L.M., & Pearson, C.M. (1999). Tit for tat? The spiraling effect of incivility in the workplace. Academy of Management Review, 24, 452–471.
Aryati, A.S., Sudiro, A., Hadiwidjaja, D., & Noermijati, N. (2018). The influence of ethical leadership to deviant workplace behavior mediated by ethical climate and organizational commitment. International Journal of Law and Management, 60(2), 233–249. https://doi.org/10.1108/IJLMA-03-2017-0053
Avolio, B.J., Bass, B.M., & Jung, D.I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72, 441–462.
Bass, B.M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52, 130–139.
Bass, B.M., Avolio, B.J., Jung, D.I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 207–218. https://doi.org/10.1037/0021-9010.88.2.207
Buchen, I.H. (2011). The hybrid leader. R&L Education.
Burkle, F. (2020). Declining public health protections within autocratic regimes: Impact on global public health security, infectious disease outbreaks, epidemics, and pandemics. Prehospital and Disaster Medicine, 35(3), 237–246. https://doi.org/10.1017/S1049023X20000424
Cao, W., Li, P., van der Wal, R.C., & Taris, T.W. (2023). Leadership and workplace aggression: A Meta-analysis: JBE. Journal of Business Ethics, 186(2), 347–367. https://doi.org/10.1007/s10551-022-05184-0
Cervone, D. (2008). Explanatory models of personality: Social-cognitive theories and the knowledge-and-appraisal model of personality architecture. In G.J. Boyle, G. Matthews, & D.H. Saklofske (Eds.), The SAGE Handbook of Personality Theory and Assessment, Vol. 1. Personality theories and models (pp. 80–100). Sage Publications, Inc. https://doi.org/10.4135/9781849200462.n4
Cheng, H., & Huang, K. (2019). Salute to the Black Sheep: The legitimacy of workplace bullying from the perspective of organizational cohesive affinity and organizational competitiveness. International Journal of Organizational Innovation, 12(2), 230–238.
Cortina, L.M., Magley, V.J., Williams, J.H., & Lang, R.D. (2001). Incivility in the workplace: Incidence and Impact. Journal of Occupational Health Psychology, 6(1), 64–80.
Durbin, J., & Watson, G.S. (1951). Testing for serial correlation in least squares regression. Biometrika, 30, 159–178.
Farahnak, L.R., Ehrhart, M.G., Torres, E.M., & Aarons, G.A. (2020). The influence of transformational leadership and leader attitudes on subordinate attitudes and implementation success. Journal of Leadership & Organizational Studies, 27(1), 98–111. https://doi.org/10.1177/1548051818824529
Faul, F., Erdfelder, E., Buchner, A., & Lang, A.-G. (2009). Statistical power analysis using G*Power 3.1: Tests for correlation and regression analyses. Behavior Research Methods, 41, 1149–1160.
Harold, C.M., & Holtz, B.C. (2015). The effects of passive leadership on workplace incivility. Journal of Organizational Behavior, 36(1), 16–38.
Hoel, H., Glasø, L., Hetland, J., Cooper, C.L., & Einarsen, S. (2010). Leadership styles as predictors of self-reported and observed workplace bullying. British Journal of Management, 21(2), 453–468. https://doi.org/10.1111/j.1467-8551.2009.00664.x
House, R.J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. Leadership Quarterly, 7(3), 323–352. https://doi.org/10.1016/S1048-9843(96)90024-7
Islam, M.N., Furuoka, F., & Idris, A. (2021). Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change. Asia-Pacific Management Review, 26(2), 95–102. https://doi.org/10.1016/j.apmrv.2020.09.002
Kaiser, J.A. (2017). The relationship between leadership style and nurse-to-nurse incivility: Turning the lens inward. Journal of Nursing Management, 25(2), 110–118. https://doi.org/10.1111/jonm.12447
Kuper, N., Modersitzki, N., Phan, L.V., & Rauthmann, J.F. (2021). The dynamics, processes, mechanisms, and functioning of personality: An overview of the field. British Journal of Psychology, 112(1), 1–51. https://doi.org/10.1111/bjop.12486
Li, G., Liu, H., & Luo, Y. (2018). Directive versus participative leadership: Dispositional antecedents and team consequences. Journal of Occupational and Organizational Psychology, 91(3), 645–664. https://doi.org/10.1111/joop.12213
Manz, C.C., & Sims, Jr., H.P. (2001). The New SuperLeadership: Leading Others to Lead Themselves. Berrett-Koehler.
Mikaelian, B., & Stanley, D. (2016). Incivility in nursing: From roots to repair. Journal of Nursing Management, 24(7), 962–969. https://doi.org/10.1111/jonm.12403
Murad, M., Jiatong, W., Shahzad, F., & Syed, N. (2021). The influence of despotic leadership on counterproductive work behavior among police personnel: role of emotional exhaustion and organizational cynicism. Journal of Police and Criminal Psychology, 36, 603–615. https://doi.org/10.1007/s11896-021-09470-x
Myers, R. (1990). Classical and modern regression with applications (2nd Ed.). Duxberry Press.
Pearce, C.L., Sims, Jr., H.P., Cox, J.F., Ball, G., Schnell, E., Smith, K.A., & Trevino, L. (2003). Transactors, transformers and beyond: A multi-method development of a theoretical typology of leadership. Journal of Management Development, 22(4), 273–307. https://doi.org/10.1108/02621710310467587
Podsakoff, P.M., Mackenzie, S.B., Lee, J.Y., & Podsakoff, N.P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879
Porath, C. (2022, November 9). Frontline work when everyone is angry. Harvard Business Review. Retrieved from https://hbr.org/2022/11/frontline-work-when-everyone-is-angry?ab=hero-subleft-3
Qi, L., Chaudhary, N.I., Yao, K., Mirza, F., & Khalid, R. (2022). The moderating role of transformational leadership on the relationship between deviant workplace behaviors and employee turnover intentions in China. Frontiers in Psychology, 13, 1005055. https://doi.org/10.3389/fpsyg.2022.1005055
Richards, A. (2020). Exploring the benefits and limitations of transactional leadership in healthcare. Nursing Standard, 35(12), 46–50. https://doi.org/10.7748/ns.2020.e11593
Salin, D., Baillien, E., & Notelaers, G. (2022, April). High-performance work practices and interpersonal relationships: Laissez-faire leadership as a risk factor. Organizational Psychology, 13, 1–12. https://doi.org/10.3389/fpsyg.2022.854118
Stewart, G.L., Courtright, S.H., & Manz, C.C. (2011). Self-leadership: A multilevel review. Journal of Management, 37(1), 185–222. https://doi.org/10.1177/0149206310383911
Vann, B.A., Coleman, A.N., & Simpson, J.A. (2014). Development of the Vannsimpco Leadership Survey: A delineation of hybrid leadership styles. SBS Journal of Applied Business Research, 3, 28–39.
Wang, G., Oh, I.-S., Courtright, S.H., & Colbert, A.E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223–270.
Yukl, G. (1998). Leadership in organizations (4th Ed.). Prentice-Hall.
