Humble leadership and its influence on innovative work behavior among staff Nurses

Abstract

Background: Team members that follow humble leaders also become humble. These modest team members foster a "collective" and supportive environment that is centered on the objectives and performance of the team and higher innovative work behavior. Aim of study: assess humble leadership and its influence on innovative work behavior among staff nurses Design: A descriptive, correlational design was used to achieve the aim of this study. Setting: The study was conducted at Ain shams university hospital which is affiliated to Ain Shams University. Subject: The subjects of this study included 184 out of 350 staff nurses working in above mentioned setting Data collection tools: Data was collected using two tools: humble leadership scale and work innovative behavior scale Results: results showed that less than half of the studied staff nurses had a moderate level regarding total humble leadership. Also, showed that Over 50% of the staff nurses in the study had moderate degree in relation to total work innovative work behavior .Conclusion: There were highly statistical significant positive correlations between total humble leadership and total innovative work behavior Recommendations: training leaders to approach their teams with humility. Leaders should think about modeling teachable behaviors, stressing the qualities of their followers, deflecting recognition to them, and providing mentorship and development opportunities for their followers. To promote task allocation effectiveness in work teams, businesses should have leaders that are humble enough to highlight individual team member abilities. This will help to socially encourage team member awareness, efficacy, and eventual use of these strengths.