The Experts below are selected from a list of 27843 Experts worldwide ranked by ideXlab platform

Julia E. Hoch - One of the best experts on this subject based on the ideXlab platform.

  • Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity
    Journal of Business and Psychology, 2013
    Co-Authors: Julia E. Hoch
    Abstract:

    Purpose The purpose of this study was to investigate the relationship between shared leadership, as a collective within-team leadership, and innovative behavior, as well as antecedents of shared leadership in terms of team composition and vertical transformational and empowering leadership. Design/Methodology/Approach Data were obtained from a field sample of 43 work teams, comprising 184 team members and their team leaders from two different companies. Team leaders rated the teams’ innovative behavior and their own leadership; team members provided information on their personality and their teams’ shared leadership. Findings Shared and vertical leadership, but not team composition, was positively associated with the teams’ level of innovative behavior. Vertical transformational and empowering leadership and team composition in terms of integrity were positively related to shared leadership. Implications Understanding how organizations can enhance their own innovation is crucial for the organizations’ competitiveness and survival. Furthermore, the increasing prevalence of teams, as work arrangements in organizations, raises the question of how to successfully manage teams. This study suggests that organizations should facilitate shared leadership which has a positive association with innovation. Originality/Value This is one of the first studies to provide evidence of the relationship between shared leadership and innovative behavior, an important Organizational Outcome. In addition, the study explores two important predictors of shared leadership, transformational and empowering leadership, and the team composition in respect to integrity. While researchers and practitioners agree that shared leadership is important, knowledge on its antecedents is still in its infancy.

Patricia Cornett - One of the best experts on this subject based on the ideXlab platform.

  • sustaining the pivotal Organizational Outcome magnet recognition
    Journal of Nursing Management, 2011
    Co-Authors: Mickey L. Parsons, Patricia Cornett
    Abstract:

    AIM To identify the facilitators and barriers for health-care organizations to sustain Magnet Recognition, the exemplar of a professional practice environment and quality care. BACKGROUND Recognition as a Magnet Hospital is the gold standard for acknowledging excellence in nursing. However, limited evidence exists to inform nursing management practices for sustainability. METHOD This qualitative study was conducted using a national convenience sample of 15 Chief Nursing Officers of Magnet Recognized hospitals in the USA. RESULTS Key macrosystem facilitators included executive management and leadership themes about quality, people, education, and the nurse executive's commitment and intent. Barriers were executive management turnover and financial challenges. Infrastructure supports and resources for empowerment and quality and unit leadership practices were found to be essential for quality Outcomes. The key theme at the microsystem level was moving nursing practice to managing Outcomes from tasks; barriers were challenges with unit management turnover and development. CONCLUSIONS Multiple factors at system levels were found to contribute to sustainability. Further research is needed on the concept of sustainability. IMPLICATIONS FOR NURSING MANAGEMENT The findings contribute to executives' armamentarium to inform management practice for the design of evidenced based Organizational systems and programs for nursing excellence.

  • Sustaining the pivotal Organizational Outcome
    Journal of Nursing Management, 2011
    Co-Authors: Mickey L. Parsons, Patricia Cornett
    Abstract:

    parsons m.l. & cornett p.a. (2011) Journal of Nursing Management19, 277–286 Sustaining the pivotal Organizational Outcome: magnet recognition Aim  To identify the facilitators and barriers for health-care organizations to sustain Magnet Recognition, the exemplar of a professional practice environment and quality care. Background  Recognition as a Magnet Hospital is the gold standard for acknowledging excellence in nursing. However, limited evidence exists to inform nursing management practices for sustainability. Method  This qualitative study was conducted using a national convenience sample of 15 Chief Nursing Officers of Magnet Recognized hospitals in the USA. Results  Key macrosystem facilitators included executive management and leadership themes about quality, people, education, and the nurse executive’s commitment and intent. Barriers were executive management turnover and financial challenges. Infrastructure supports and resources for empowerment and quality and unit leadership practices were found to be essential for quality Outcomes. The key theme at the microsystem level was moving nursing practice to managing Outcomes from tasks; barriers were challenges with unit management turnover and development. Conclusions  Multiple factors at system levels were found to contribute to sustainability. Further research is needed on the concept of sustainability. Implications for nursing management  The findings contribute to executives’ armamentarium to inform management practice for the design of evidenced based Organizational systems and programs for nursing excellence.

Mickey L. Parsons - One of the best experts on this subject based on the ideXlab platform.

  • sustaining the pivotal Organizational Outcome magnet recognition
    Journal of Nursing Management, 2011
    Co-Authors: Mickey L. Parsons, Patricia Cornett
    Abstract:

    AIM To identify the facilitators and barriers for health-care organizations to sustain Magnet Recognition, the exemplar of a professional practice environment and quality care. BACKGROUND Recognition as a Magnet Hospital is the gold standard for acknowledging excellence in nursing. However, limited evidence exists to inform nursing management practices for sustainability. METHOD This qualitative study was conducted using a national convenience sample of 15 Chief Nursing Officers of Magnet Recognized hospitals in the USA. RESULTS Key macrosystem facilitators included executive management and leadership themes about quality, people, education, and the nurse executive's commitment and intent. Barriers were executive management turnover and financial challenges. Infrastructure supports and resources for empowerment and quality and unit leadership practices were found to be essential for quality Outcomes. The key theme at the microsystem level was moving nursing practice to managing Outcomes from tasks; barriers were challenges with unit management turnover and development. CONCLUSIONS Multiple factors at system levels were found to contribute to sustainability. Further research is needed on the concept of sustainability. IMPLICATIONS FOR NURSING MANAGEMENT The findings contribute to executives' armamentarium to inform management practice for the design of evidenced based Organizational systems and programs for nursing excellence.

  • Sustaining the pivotal Organizational Outcome
    Journal of Nursing Management, 2011
    Co-Authors: Mickey L. Parsons, Patricia Cornett
    Abstract:

    parsons m.l. & cornett p.a. (2011) Journal of Nursing Management19, 277–286 Sustaining the pivotal Organizational Outcome: magnet recognition Aim  To identify the facilitators and barriers for health-care organizations to sustain Magnet Recognition, the exemplar of a professional practice environment and quality care. Background  Recognition as a Magnet Hospital is the gold standard for acknowledging excellence in nursing. However, limited evidence exists to inform nursing management practices for sustainability. Method  This qualitative study was conducted using a national convenience sample of 15 Chief Nursing Officers of Magnet Recognized hospitals in the USA. Results  Key macrosystem facilitators included executive management and leadership themes about quality, people, education, and the nurse executive’s commitment and intent. Barriers were executive management turnover and financial challenges. Infrastructure supports and resources for empowerment and quality and unit leadership practices were found to be essential for quality Outcomes. The key theme at the microsystem level was moving nursing practice to managing Outcomes from tasks; barriers were challenges with unit management turnover and development. Conclusions  Multiple factors at system levels were found to contribute to sustainability. Further research is needed on the concept of sustainability. Implications for nursing management  The findings contribute to executives’ armamentarium to inform management practice for the design of evidenced based Organizational systems and programs for nursing excellence.

R Patricia Cornett N A Edd - One of the best experts on this subject based on the ideXlab platform.

  • sustaining the pivotal Organizational Outcome magnet recognition
    Journal of Nursing Management, 2011
    Co-Authors: Mickey Parsons Phd Mha Rn L Faan, R Patricia Cornett N A Edd
    Abstract:

    parsons m.l. & cornett p.a. (2011) Journal of Nursing Management19, 277–286 Sustaining the pivotal Organizational Outcome: magnet recognition Aim  To identify the facilitators and barriers for health-care organizations to sustain Magnet Recognition, the exemplar of a professional practice environment and quality care. Background  Recognition as a Magnet Hospital is the gold standard for acknowledging excellence in nursing. However, limited evidence exists to inform nursing management practices for sustainability. Method  This qualitative study was conducted using a national convenience sample of 15 Chief Nursing Officers of Magnet Recognized hospitals in the USA. Results  Key macrosystem facilitators included executive management and leadership themes about quality, people, education, and the nurse executive’s commitment and intent. Barriers were executive management turnover and financial challenges. Infrastructure supports and resources for empowerment and quality and unit leadership practices were found to be essential for quality Outcomes. The key theme at the microsystem level was moving nursing practice to managing Outcomes from tasks; barriers were challenges with unit management turnover and development. Conclusions  Multiple factors at system levels were found to contribute to sustainability. Further research is needed on the concept of sustainability. Implications for nursing management  The findings contribute to executives’ armamentarium to inform management practice for the design of evidenced based Organizational systems and programs for nursing excellence.

Jane A. Halpert - One of the best experts on this subject based on the ideXlab platform.

  • Effects of Type of Decision and Organizational Outcome on Observers' Evaluations of the Context for Decision
    Psychological Reports, 1993
    Co-Authors: Douglas F. Cellar, Mark L. Miller, Jane A. Halpert
    Abstract:

    This study investigated the effects of decision on simulated tenure (tenure denied vs tenure granted) and Organizational Outcome (negative vs positive) on perceptions of the fairness of the decision and the decision makers'personalities. Subjects were 127 undergraduate students randomly assigned to one of four experimental conditions. Analysis indicated variables of the fairness were affected by the manipulations for decision on tenure and the Organizational Outcome as well as the interaction of these two independent variables. In addition, these variables also affected perceptions of the decision makes'personalities