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Leaders’ Role in Shaping Followers’ Well-Being: Crossover in a Sample of Nurses

Author

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  • Andrea Caputo

    (Department of Psychology, University of Turin, 10124 Turin, Italy)

  • Paola Gatti

    (Department of Psychology, University of Milano-Bicocca, 20126 Milan, Italy)

  • Marco Clari

    (Department of Public Health and Pediatrics, University of Turin, 10124 Turin, Italy)

  • Giacomo Garzaro

    (Department of Public Health and Pediatrics, University of Turin, 10124 Turin, Italy)

  • Valerio Dimonte

    (Department of Public Health and Pediatrics, University of Turin, 10124 Turin, Italy)

  • Claudio Giovanni Cortese

    (Department of Psychology, University of Turin, 10124 Turin, Italy)

Abstract

The link between well-being at work and leadership has received considerable attention. Leaders have the power to influence followers not only due to formal position, but also their positive behaviors could reinforce the followers’ positive working experience. Following the crossover model (Westman, 2001), this study investigates whether leaders’ work-related positive psychological states (i.e., work engagement) cross over to those of the followers (i.e., work engagement and job satisfaction) through the mediation of the latter’s perception of transformational leadership. We used MPlus 8 to test two multilevel mediations in a sample of 1505 nurses nested in 143 groups led by as many leaders (87.19% of nurses and 56.50% of head nurses of the entire population). Results show that while there is not a crossover of leader work engagement to nurse work engagement, manager work engagement can cross over to nurse job satisfaction, enhancing their well-being through transformational leadership behaviors. This study adds further insights both on crossover theory and on the importance of leaders in expanding and transferring resources to followers at work. Fostering work engagement at a managerial level in the healthcare sector could be the driver to facilitate the well-being of nurses at work, address negative outcomes, and promote positive ones.

Suggested Citation

  • Andrea Caputo & Paola Gatti & Marco Clari & Giacomo Garzaro & Valerio Dimonte & Claudio Giovanni Cortese, 2023. "Leaders’ Role in Shaping Followers’ Well-Being: Crossover in a Sample of Nurses," IJERPH, MDPI, vol. 20(3), pages 1-15, January.
    • Handle: RePEc:gam:jijerp:v:20:y:2023:i:3:p:2386-:d:1050243
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    References listed on IDEAS

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    1. Monica Molino & Claudio G. Cortese & Chiara Ghislieri, 2021. "Technology Acceptance and Leadership 4.0: A Quali-Quantitative Study," IJERPH, MDPI, vol. 18(20), pages 1-18, October.
    2. Muhammad Asif & Arif Jameel & Abid Hussain & Jinsoo Hwang & Noman Sahito, 2019. "Linking Transformational Leadership with Nurse-Assessed Adverse Patient Outcomes and the Quality of Care: Assessing the Role of Job Satisfaction and Structural Empowerment," IJERPH, MDPI, vol. 16(13), pages 1-15, July.
    3. Ana Soto-Rubio & María del Carmen Giménez-Espert & Vicente Prado-Gascó, 2020. "Effect of Emotional Intelligence and Psychosocial Risks on Burnout, Job Satisfaction, and Nurses’ Health during the COVID-19 Pandemic," IJERPH, MDPI, vol. 17(21), pages 1-14, October.
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