Healthcare workers' autonomy: testing the reciprocal relationship between job autonomy and self-leadership and moderating role of need for job autonomy. Issue 9 (7th September 2022)

• Record Type: Journal Article
• Authors: van Dorssen-Boog, Pauline; van Vuuren, Tinka; de Jong, Jeroen; Veld, Monique
• Is Part Of: Journal of health organisation and management. Volume 36:Issue 9(2022)
• Page Start: 212
• Page End: 231
• Publication Date: 2022-09-07
• Subjects: Job autonomy -- Self-leadership -- Healthcare workers -- Cross-lagged study -- Need for job autonomy; Health services administration -- Periodicals; Health services administration -- Great Britain -- Periodicals; Health services administration -- Europe -- Periodicals; 362.106805
• DOI: 10.1108/JHOM-04-2022-0106
• Languages: English
• ISSNs: 1477-7266

Abstract

Abstract : Purpose: While both perceived job autonomy and self-leadership are assumed to be important for optimal functioning of healthcare workers, their mutual relationship remains unclear. This cross-lagged study aims to theorize and test that perceived job autonomy and self-leadership have a reciprocal relationship, which is moderated by need for job autonomy. Design/methodology/approach: Two-wave panel data were used to measure cross-lagged relationships over a time period of three months. Self-leadership is indicated by both self-leadership strategies and self-leadership behavior. The data were analyzed using hierarchical multiple regression (HMR). Findings: Job autonomy was not causally nor reverse related to self-leadership strategies, but did relate to self-leadership behavior in both directions. Need for job autonomy did not influence the causal and reverse relationships between job autonomy and self-leadership (strategies and behavior). Instead, need for job autonomy discarded the influence of job autonomy on self-leadership behavior, and predicted self-leadership behavior over time. Practical implications: For optimizing healthcare jobs, human resource management (HRM) policy makers need to consider other interventions such as training self-leadership, or developing an autonomy supportive work environment, since job autonomy does not lead to more use of self-leadership strategies. Originality/value: This study used a cross-lagged study design which gives the opportunity to investigate causal relationships between job autonomy and self-leadership. Both self-leadership strategies and self-leadership behavior are included.