Evidence map›Paper›PMID 37964268›Full record

ArticleBMC health services research2023

The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity - a study of health professionals.

Terje Slåtten, Barbara Rebecca Mutonyi, Anne Jørgensen Nordli, Gudbrand Lien

Open access · goldAbstract read
PubMed Full text at PMC Publisher
In one paragraph

Article in BMC health services research, 2023. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 7 papers.

0numbers the graph read from it
0cells of the map it votes in
7citing papers in PubMed
5.3field-weighted citation impact, top 4% of its field
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.

2 · The registry

The trial behind it

Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

7 citing papers in PubMed, 17 citations in OpenAlex.

  1. Article
  2. Article
  3. Article
  4. Article
  5. Article
  6. Article
  7. Article
4 · The record

Corrections and comments

PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.

5 · Who and what money

Authors and funding

4 authors at 2 institutions in 1 country.

Terje SlåttenInland School of Business and Social Science, Inland Norway University of Applied Sciences, Campus Lillehammer, Lillehammer, 2604, Norway. Terje.Slatten@inn.no.
Barbara Rebecca MutonyiKristiania University College, Oslo, Norway.
Anne Jørgensen NordliInland School of Business and Social Science, Inland Norway University of Applied Sciences, Campus Lillehammer, Lillehammer, 2604, Norway.
Gudbrand LienInland School of Business and Social Science, Inland Norway University of Applied Sciences, Campus Lillehammer, Lillehammer, 2604, Norway.
Inland Norway University of Applied Sciences · NOHøyskolen Kristiania · NO

Funding

No grant is acknowledged in the PubMed record.

6 · The paper itself

Abstract

backgroundThis study aims to empirically examine the role of ambidextrous leadership on employees' ambidexterity and job-directed performance. Ambidextrous leadership encompasses a leader's capability to stimulate exploitative and explorative activities in employees. Specifically, the study explores in detail how ambidextrous leadership is linked to two types of job-directed performance in health professionals, namely service quality of care and creativity, in addition to what role employee ambidexterity has in this relationship.

methodsA cross-sectional survey was developed, and data were gathered through convenience sampling of N = 258 health professionals of in-home care services across municipalities based in Norway. The study's conceptual model was analyzed through structural equation modeling partial least squares with SmartPLS 3 software. Mediation by Bootstrap was used to analyze the indirect relationships.

resultsAmbidextrous leadership was found to have a direct impact on both employee service and quality of care ([Formula: see text] = 0.236) and employee ambidexterity ([Formula: see text] = 0.395). The direct relationship between ambidextrous leadership and employee creativity was nonsignificant. However, the relationships between ambidextrous leadership and service quality of care and creativity were both mediated by employee ambidexterity. Finally, the results reveal that employee creativity mediated the relationship between employee ambidexterity and service quality of care.

conclusionsThe results show that ambidextrous leadership and employee ambidexterity promote the job-directed performance of health professionals. Thus, a practical implication is that health-care organizations should recruit, train, and develop their leaders to become ambidextrous leaders, in addition to being aware of the multiple direct and indirect effects of practicing ambidextrous leadership. Doing so will have a direct positive impact on the level of service quality and employee ambidexterity.

Indexed as

LeadershipWork PerformanceCross-Sectional StudiesFunctional LateralityHealth PersonnelHumansAmbidextrous leadershipCreativityEmployee ambidexterityExploitationExplorationHealth professionalsHome-care servicesService quality of care

Identifiers

PMID37964268
PMCPMC10647052
OpenAlexW4388656485

What OpenQuestion holds

Textmetadata
LicenceCC BY
Read underepoch 390

Registered trials

None linked

Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.