02/07/2013. Purpose of the Study. Employee Well-Being & Retention

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1 A Time -lagged Analysis of the Effect of Authentic Leadership on Workplace Bullying, Burnout and Occupational Turnover Intentions Heather K Spence Laschinger, RN, PhD, FAAN, FCAHS The University of Western Ontario Roberta Fida, PhD Sapienza, Università di Roma June 19, 2013 London, Ontario Purpose of the Study Identify the processes by which leadership, bullying, and burnout influence new graduate nurse job and career turnover intentions over their first year of practice 2 Employee Well-Being & Retention Destructive interpersonal experiences result in negative feelings and work outcomes Job stress, job dissatisfaction, burnout, poor supervisory practices, negative leadership styles, and workplace bullying are all reasons why employees leave their job and the profession (Berthelsen et al., 2011; Firth, Mellor, Moor, & Loquet, 2007; Hasselhorn et al., 2005; Hayes et al., 2006) New graduate nurses report frequent bullying, burnout and job turnover (Laschinger, Grau, Finegan & Wilk, 2010; Cho, Laschinger & Wong, 2006; Laschinger, 2012) 3 1

2 Workplace Bullying (Einarsen & Hoel, 2001) a person is bullied or harassed when he or she feels repeatedly subjected to negative acts in the workplace, acts that the victim may find it difficult to defend themselves against (Einarsen et el., 1994, p. 383) Three components of bullying are: (1) Work Related (2) Personal (3) Physical Prevalence North America = 27-33% Europe = 10-15% Bullying has been linked to: Job dissatisfaction and turnover (Johnson & Rea, 2009 ; Laschinger et al., 2009) Burnout (Laschinger et al., 2010 Laschinger et al., 2012; Smith et al., 2010) Poor Mental Health (Aquino & Thau, 2009, Laschinger & Grau, 2012) 4 Burnout (Schaufeli, Leiter, Maslach, & Jackson, 1996)...a syndrome in which a previously committed, helping professional gradually disengages from full participation in a job in response to excessive job-related stressors. (Maslach, 1981) Three components of burnout are: (1) Emotional exhaustion (2) Cynicism (3) Personal inefficacy ) 5 Burnout 20% nurses report extremely high burnout within first 3 years of nursing (Rudman & Gustavsson, 2010) 66% of Canadian new graduate nurses reported severe burnout (Cho et al., 2006) Burnout has been linked to: Job satisfaction and turnover intentions (Aiken et al., 2002; Rudman & Gustavsson, 2010) Job performance (Parker & Kulik, 1995) Sick leave and absenteeism (Parker & Kulik, 1995) Depression and anxiety (Baba et al., 2009; Peterson et al., 2007) 6 2

3 Authentic Leadership a pattern of transparent and ethical leader behaviour that encourages openness in sharing information needed to make decisions while accepting input from those who follow (Avolio, Walumbwa, & Weber, 2009, p. 424) Authentic Leadership (Avolio et al., 2004) Self-awareness Relational transparency Internalized moral perspective Balanced information processing Authentic leadership linked to lower levels of bullying and burnout (Hauge et al., 2011), and greater empowerment, and work engagement (Wong, Laschinger, & Cummings, 2010; Laschinger et al., 2011) Leaders create work environments that optimize employee performance and wellbeing (Urrabazo, 2006; Kuoppala et al., 2008) 7 Overall Theoretical Model AUTHENTIC LEADESHIP H1 H2 WORK RELATED BULLYING H3 BURNOUT: -Em. exhaustion H4 H5 H6 TURNOVER INTENTION - Job - Career -- Cynicism 8 Aims of the Current Study Identify the processes by which leadership, bullying, and burnout influence new graduate nurse job and career turnover intentions over their first year of practice 1. To examine the influence of authentic leadership on new graduate nurses experiences of bullying and burnout in the first year of practice 2. To confirm longitudinally the influence of bullying on two dimensions of burnout (emotional exhaustion and cynicism) 3. To examine the longitudinal relations between emotional exhaustion and cynicism 4. To examine the process through which bullying and burnout affect job and career turnover intentions 9 3

4 Hypotheses Higher perceptions of immediate supervisor authentic leadership behaviours will be related to lower levels of workplace bullying and burnout Emotional exhaustion will affect cynicism but not the reverse Bullying will be related to higher job and career turnover intentions through its effect on burnout 10 Sample: Methods Data from longitudinal study: Time 1 N = 342, Time 2 = 205 Random sample of acute care new graduates (< 2 years) Original sample obtained from provincial registration database Sample for this analysis: N = 205 matched cases Measures: Authentic Leadership The Authentic Leadership Questionnaire (ALQ) (Avolio, Gardner, & Walumbwa, 2007) Bullying Negative Acts Questionnaire-Revised (NAQ-R, Einarsen & Hoel, 2001) Burnout Maslach Burnout Inventory-General Survey (MBI-GS) (Schaufeli, et al., 1996) Job and Career Turnover Job Turnover Intentions Scale (Kelloway, Gottlieb & Barham, 1999) Career Turnover Intentions Scale (adapted from JTS) Data Analysis: Structural Equation Modelling (MPLUS) 11 Original Model Tested 12 4

5 Original Model Tested χ² = 70.92, df = 58, p =.12 CFI =.99 RMSEA =.033 Supported longitudinal effects of bullying and burnout on turnover Authentic leadership relationships to bullying and burnout cross-sectional 13 Alternative Approach to Testing our Hypotheses Two Models Model 1: Time-lagged effects of authentic leadership on bullying and burnout Model 2: Time-lagged effects of bullying and burnout on job and career turnover intentions 14 Results: Model 1 Longitudinal Effects of Authentic Leadership on Bullying and Burnout χ² = 13.98, df = 10, p =.17 CFI =.99 RMSEA =.044 Authentic leadership predicted lower levels of work-related bullying and lower levels of both burnout dimensions one year later Support for measurement model of Authentic Leadership 15 5

6 Results : Model 2 Time-lagged Effects of Bullying on Burnout χ² = 19.80, df = 19, p =.41 CFI = 1.00 RMSEA =.014 Higher levels of work-related bullying predicted higher levels of both emotional exhaustion and cynicism one year later 16 Results: Model 2 Time-lagged Effects of Bullying on Burnout and Job and Career Turnover Workplace bullying indirectly influenced turnover intention through burnout (controlling for Time 1) Burnout directly influenced turnover intention (controlling for Time 1) Cynicism was a stronger predictor of both job and career turnover intention than emotional exhaustion No cross-lagged effects: Time 1 job and career turnover did not affect job and career turnover at Time 2 17 Results: Model 2 Longitudinal Relationships between Burnout Dimensions Emotional exhaustion at Time 1 predicted cynicism one year later but not the reverse 18 6

7 Summary Results provide support for previous cross-sectional results (1) Influence of authentic leadership on bullying and burnout over time (2) Influence of workplace bullying on burnout over time (3) Influence of bullying and burnout on job and career turnover intentions (4) Longitudinal relationship between emotional exhaustion and cynicism 19 Limitations Future longitudinal studies with 3 waves are needed to confirm results Return rates for new graduate nurses at Time 2 were lower than desired Only self-report survey measures were used 20 Conclusions Authentic Leadership plays a pivotal role in establishing working conditions that discourage bullying and burnout Training programs to enhance leaders authentic leadership skills may be beneficial in reducing bullying and fostering employee well-being First known longitudinal study linking AL to bullying and burnout Bullying prevention policies as new graduate nurse retention strategies Cynicism is associated with higher job and career turnover intentions 21 7

8 Thank You University of Western Ontario London, Ontario, Canada Sapienza Università di Roma, Italia 22 8