Bilal Afsar1, Waheed Ali Umrani2. 1. Assistant Professor, Department of Management Sciences, Hazara University, Pakistan. 2. Assistant Professor, Department of Business Administration, Sukkur IBA University, Pakistan.
Abstract
BACKGROUND: Creating and fostering innovation has long been a main concern of different organisational leaders, regardless of the size, nature, or structure of the organisation. Transformational leadership positively affects innovative work behaviour but understanding underlying mechanisms through which transformational leadership influences innovative work behaviour is critical. AIMS: The purpose of this research was to examine the mediating effect of trust in leader and the moderating effect of thriving on the relationship between transformational leadership and nurses' innovative work behaviour. METHODS: The sample of this cross-sectional, correlational study consisted of 326 nurses nested in 39 work groups, who were selected, on the basis of the convenience sampling method, from among the nurses working at 21 public hospitals in Pakistan. The data of the study were collected between May and July of 2018. RESULTS: Results showed that transformational leaders instilled trust within subordinate nurses, which acted as a mediator in predicting their innovative work behaviour. Further, thriving moderated the relationship between trust in leader and nurses' innovative work behaviour. Findings also indicated that thriving nurses exhibited a greater degree of innovative work behaviour when they trusted their head nurses. CONCLUSIONS: Healthcare policies and strategies are needed to facilitate the implementation of transformational leadership by providing healthcare leaders with the appropriate environment.
BACKGROUND: Creating and fostering innovation has long been a main concern of different organisational leaders, regardless of the size, nature, or structure of the organisation. Transformational leadership positively affects innovative work behaviour but understanding underlying mechanisms through which transformational leadership influences innovative work behaviour is critical. AIMS: The purpose of this research was to examine the mediating effect of trust in leader and the moderating effect of thriving on the relationship between transformational leadership and nurses' innovative work behaviour. METHODS: The sample of this cross-sectional, correlational study consisted of 326 nurses nested in 39 work groups, who were selected, on the basis of the convenience sampling method, from among the nurses working at 21 public hospitals in Pakistan. The data of the study were collected between May and July of 2018. RESULTS: Results showed that transformational leaders instilled trust within subordinate nurses, which acted as a mediator in predicting their innovative work behaviour. Further, thriving moderated the relationship between trust in leader and nurses' innovative work behaviour. Findings also indicated that thriving nurses exhibited a greater degree of innovative work behaviour when they trusted their head nurses. CONCLUSIONS: Healthcare policies and strategies are needed to facilitate the implementation of transformational leadership by providing healthcare leaders with the appropriate environment.