Impact of Paradoxical Leadership as a Double-Edged Sword on Organizational Citizenship Behaviors and Inertia among Nurses | ||||
| Egyptian Journal of Health Care | ||||
| Volume 14, Issue 4, December 2023, Page 1969-1994 PDF (569.68 K) | ||||
| Document Type: Original Article | ||||
| DOI: 10.21608/ejhc.2023.436990 | ||||
 View on SCiNiTO | ||||
| Authors | ||||
| Ehsan Saad Soliman Saad1; Ebtsam Ahmed Mohamed Bashandy2; Mona Thabet3 | ||||
| 1Assistant professor, Nursing Administration, Faculty of Nursing, Banha University | ||||
| 2Assistant professor, Nursing Administration, Faculty of Nursing Minia University | ||||
| 3Assistant professor, Faculty of Nursing, Minia University | ||||
| Abstract | ||||
| Organizational systems are drenched in tensions and paradoxes. For a leader, addressing and engaging those tensions in constructive ways may unlock greater benefits for the followers, teams and the organization at large. A leader with a paradox mindset successfully deals with contradictory yet interdependent demands with their paradoxical thinking. The research aim was be to examine the paradoxical leadership effect as a double-edged sword on organizational citizenship behavior and inertia among nurses. Settings: The study was conducted at three selected Minia University Hospitals. Subjects: representative sample of 30% from all nurses (total no 260 nurses). Results: Regarding paradoxical leadership, it was noted that near to three quarter of head nurses from nurses’ perception had moderate level. Near to half of nurses had moderate level and near to half had high level of total OCB. Also, less than two thirds of nurses had low level of organizational inertia. There was highly statistical significant positive correlation between nurse’s perception bout paradoxical leadership with nurses OCB. While, there was statistical significant negative correlation between nurse’s perception bout paradoxical leadership and nurses organizational inertia. Conclusion: the study portrays a nursing staff that is generally well-led (good paradoxical leadership) and operates with a high degree of positive behaviors (good OCB) and an admirable willingness to embrace change (low organizational inertial). Recommendation: Provide training that specifically addresses the paradoxical nature of leadership for head nurses and how to adjust their style based on the situation and individual needs while maintaining core principles. | ||||
| Keywords | ||||
| Double-Edged Sword; Nurses; Organizational Citizenship Behaviors; Organizational Inertia; Paradoxical Leadership | ||||
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