David Pick

Aims. This study investigates how authentic leadership influences the psychological well-being of Australian nurses. We examined whether authentic leadership could reduce the prevalence of workplace incivility and tested whether shared values and person-organization (P-O) fit could moderate the relationship between workplace incivility and psychological well-being (PWB). A mediated moderation model underpinned by social learning theory was developed to test the influence of authentic leadership on PWB. Design. We adopted a descriptive correlational research design to test the hypothesized model with a cross-sectional sample of Australian nurses using an online survey. Data were collected across two-waves separated by a six-month interval (N=230, response rate=38.3) to minimize the potential effects of common source bias. The hypotheses were tested using Hayes Process Macro (Model 14) on IBM SPSS. Results. The hypothesized model had good fit indices and supported the mediated moderation model. There was no support for the direct association between authentic leadership and PWB. The supervisor authentic leadership behavior was negatively associated with workplace incivility and PWB. The association between incivility and PWB was positively associated with P-O fit. Nurses with high P-O fit reacted strongly to the positive effect of authentic leadership in reducing workplace incivility, such that they experienced higher levels of PWB. Conclusion. Authentic leadership behavior is important in the healthcare workplace. It reduces workplace incivility and improves PWB for nurses with high levels of congruence. Implications: our study suggests that senior management should deploy strategies through which frontline supervisors can learn and enact authentic leadership behaviors. They will then be better equipped to improve the PWB of their followers by minimizing the prevalence of workplace incivility. Impact: the study found a significant indirect relationship between authentic leadership behavior and psychological well-being, as mediated by workplace incivility and moderated by person-organization fit. The findings highlight the importance of positive leadership behaviors on the well-being outcomes of nurses in Australia.

This study examines the knowledge sharing (KS) practices of local-level non-governmental organizations (NGOs). Operating at the coalface of sustainable development, these NGOs often struggle for survival due to their relatively small size, limited resources, fluid organizational structures, and reliance on specific individuals. Because KS has the potential to offset some of these shortcomings, better understanding the current KS practices and challenges of these less studied NGOs is important to improve their longevity and sustain the impact they have on the communities they serve. Using interview data from local-level NGOs in Tamil Nadu, India, we established that KS mainly happens on a situational, ad hoc basis when opportunities and possibilities align. The main barriers to more structural ways for KS to occur at the local-level were found to arise from the predominantly voluntary makeup of the workforce as well as the differences in operational styles between the various local-level NGOs. As such, this study concludes that local-level NGOs seem to lack an organizational capacity to institutionalize KS in their existing networks and we offer several recommendations for local-level NGOs to harness the potential benefits of KS more fully.