PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

The brain drain syndrome and the role of responsible leadership in health care service organisation in Nigeria

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The purpose of this article is to explore the role of responsible leadership in mitigating the brain drain syndrome in Nigerian healthcare service organizations. It aims to provide a conceptual model that highlights the need for responsible leadership and its impact on employee and social well-being. Design/methodology/approach: The article is based on a review of existing literature on responsible leadership, employee well-being, and social well-being in the context of healthcare service organizations. It incorporates and analyses studies that examine the causes and consequences of the brain drain syndrome and proposes responsible leadership as a solution. The conceptual model is developed by extending the role of responsible leadership and its relationship with employee and social well-being. Findings: The findings suggest that responsible leadership can positively influence organizational citizenship behaviour, innovative behaviour, commitment, job satisfaction, and overall wellbeing of medical personnel. The brain drain syndrome negatively affects employee wellbeing and social wellbeing in healthcare service organizations. The proposed conceptual model highlights the importance of responsible leadership in addressing the brain drain syndrome and promoting the well-being of medical personnel and society. Research limitations/implications: The article is based on a conceptual model of experiments undertaken by various scholars and their outcomes. The study is focused on the Nigerian context, and its findings may have limited generalizability to other countries or regions. Practical implications: The article emphasizes the need for healthcare service organizations to adopt responsible leadership practices to minimize the brain drain syndrome. It highlights the importance of providing employment opportunities and delivering innovative healthcare services to retain medical personnel and promote employee and social well-being. Originality/value: The article contributes to the literature by providing a comprehensive conceptual model that extends the role of responsible leadership in overcoming the brain drain syndrome in healthcare service organizations. The article offers a unique perspective on the role of responsible leadership in the Nigerian healthcare context and provides insights that can be valuable for policymakers, leaders, and researchers.
Rocznik
Tom
Strony
599--615
Opis fizyczny
Bibliogr. 39 poz.
Bibliografia
  • 1. Adesote, S.A., Osunkoya, O.A. (2018). The brain drain, skilled labour migration and its impact on Africa’s development, the 1990s-2000s. Africology: The Journal of Pan African Studies, 12(1), 395-420.
  • 2. Olusegun, E.A., Olusoji, J.G. (2023). Personnel brain-drain syndrome and quality healthcare delivery among public healthcare workforce in Nigeria. Arab Gulf Journal of Scientific Research, vol. 41, No. 1, 18-39.
  • 4. Akinwale, O.E., George, O.J. (2020). Work environment and job satisfaction among nurses in government tertiary hospitals in Nigeria. Rajagiri Management Journal, 14(1), 71-92.
  • 5. Amorha, K., Irobi, C., Udoh, A. (2022). The brain drain potential of skilled health workers from Sub-Saharan Africa: A case study of pharmacy students in Nigeria. Pharmacy Education, 22(1), 654-663.
  • 6. Arici, H.E., Uysal, M. (2022). Leadership, green Innovation, and green creativity: A systematic review. Service Industries Journal, 42(5-6), 280-320.
  • 7. Atte, F. (2020). The moral challenges of health care providers’ brain drain phenomenon. Clinical Ethics, 1-7.
  • 8. Boudreau, J.W., Ramstad, P.M. (2005). Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition. Human Resource Management, 44(2), 129-136.
  • 9. Brown, M.E., Trevino, L.K. (2014). Do role models matter? An investigation of role modeling as an antecedent of perceived ethical leadership. Journal of Business Ethics, 122(4), 587-598.
  • 10. Brumm, C.A., Drury, S. (2013). Leadership that empowers: How strategic planning relates to followership. Engineering Management Journal, 25(4), 17-32.
  • 11. Carbajal, M.J., de Miguel Calvo, J.M. (2021). Factors that influence immigration to OECD member States. Cuadernos de Trabajo Social, 34(2), 417-430.
  • 12. ęelik, S., Dedeoglu, B.B., inanir, A. (2015). Relationship between ethical leadership,organizational commitment and job satisfaction at hotel organizations. Ege, 113; Academic Review, 15(1), 53-63.
  • 13. Colbert, B.A., Kurucz, E. (2007). Three conceptions of triple bottom line business sustainability and the role for HRM. Human Resource Planning, 30(1), 21-29.
  • 14. Cornell, T. (2020). Leadership skills essential in the value-based care era. Leadership in Health Services, 33(3), 307-323.
  • 15. Donald, D.U. (2015). Challenges of Clinical Leadership in Nigeria. Journal of Psychiatry, 18( 1), 1-4.
  • 16. Eche, I.J., Eche, I.M., Aronowitz, T. (2022). Psychological distress and work-related quality of life among oncology nurses during the COVID-19 pandemic: A cross-sectional study. Clinical Journal of Oncology Nursing, 26(3), 268-274.
  • 17. Frangieh, C.G., Yaacoub, H.K. (2017). A systematic literature review of responsible leadership: Challenges, outcomes and practices. Journal of Global Responsibility, 8(2), 281-299.
  • 18. Hamouche (2020). COVID-19 and employees’ mental health: Stressors, moderators and agenda for organizational actions. Emerald Open Research, 2(15), 15.
  • 19. Howieson, W.B., Burnes, B., Summers, J.C. (2019). Organisational leadership and/for sustainability: Future directions from John Dewey and social movements. European Management Journal, 37(6), 687-693.
  • 20. Hughes, D.J., Lee, A., Tian, A.W., Newman, A., Legood, A. (2018). Leadership, creativity, and innovation: A critical review and practical recommendations. The Leadership Quarterly, 29(5), 549-569.
  • 21. Isibor, E. et al. (2020). Exploring issues and challenges of leadership among early career doctors in nigeria using a mixed-method approach: CHARTING study. European Journal ofInvestigation in Health, Psychology and Education, 10, 441-454.
  • 22. Joshua, S., Olanrewaju, P.I., Ebiri, O. (2014). Leadership, brain drain and human capacity building in africa: the nigerian experience. Research Journal in Organizational Psychology & Educational Studies, 3(4), 283-290.
  • 23. Kareem, K. (2021). As doctors emigrate, Nigerians are left with four doctors for every 10,000 patients. Available from: https://www.dataphyte.com/latest-reports/health/as-doctors-emigrate-nigerians-are-left-with-four-doctors-to-every-10000-patients/, 21.02.2020.
  • 24. Khalid, B., Urbanski, M. (2021). Approaches to understanding migration: A multi-country analysis of the push and pull migration trend. Economics and Sociology, 14, 249-74.
  • 25. Leite, H., Hodgkinson, I.R., Gruber, T. (2020). New development: ‘Healing at a distance’— telemedicine and COVID-19. Public Money & Management. https://doi.org/10.1080/ 09540962.2020.1748855.
  • 26. Maak, T., Pless, N.M. (2006). Responsible leadership in a stakeholder society - a relational perspective. Journal ofBusiness Ethics, 66(1), 99-115.
  • 27. Maak, T., Pless, N.M., Voegtlin, C. (2016). Business statesman or shareholder advocate? CEO responsible leadership styles and the micro-foundations of political CSR. Journal of Management Studies, 53(3), 463-493.
  • 28. O’Connor, J. (2018). The impact of job satisfaction on the turnover intent of executive level central office administrators in Texas public school districts: A quantitative study of work related constructs. Educational Sciences, 8(69), 1-13.
  • 29. Obokoh, A. (2020). Key issues to shape Nigeria’s healthcare sector in 2020. Business day NG. https://businessday.ng/health/article/key-issues-to-shapenigerias-healthcare-sector-in-2020/.
  • 2. Olusegun, E.A., Olusoji, J.G. (2023). Personnel brain-drain syndrome and quality healthcare delivery among public healthcare workforce in Nigeria. Arab Gulf Journal of Scientific Research, vol. 41, No. 1, 18-39.
  • 30. Omoleke, I.I., Taleat, B.A. (2017). Contemporary issues and challenges of health sector in Nigeria. Research Journal of Health Sciences, 5(4), 210-216.
  • 31. Peccei, R. (2004). Human Resource Management and the Search for the Happy Workplace. Rotterdam: Erasmus Research Institute of Management, Rotterdam School of Management, Rotterdam School of Economics.
  • 32. Rahimnia, F., Sharifirad, M. (2015). Authentic leadership and employee well-being: the mediating role of attachment insecurity. Journal of Business Ethics, 132(2), 363-377.
  • 33. Ripp, J., Peccoralo, L., Charney, D. (2020). Attending to the Emotional Well-Being of the Health Care Workforce in a New York City Health System During the COVID-19 Pandemic. Acad. Med., 95(8), 1136-1139.
  • 34. Ruiz, P., Ruiz, C., Martinez, R. (2011). Improving the “leader-follower” relationship: Top manager or supervisor? The ethical leadership trickle-down effect on follower job response. Journal of Business Ethics, 99, 587-608.
  • 35. Storman, M., Storman, D., Macia, G.J. (2022). Quality of work-life among young medical doctors in Poland. International Journal of Occupational Safety and Ergonomics, 28(3), 1611-1617.
  • 36. Suleiman, Y., Mikail, I.K. (2020). Investigating the plights of Nigerians in diaspora: A case study of Nigerians studying in Malaysian universities. Indonesian Research Journal in Education, 4(1), 223-245.
  • 37. Warr, P. (2002). Psychology at Work. Pakefield: Penguin Group Books.
  • 38. Zhao, H., Zhou, Q. (2019). Exploring the impact of responsible leadership on organizational citizenship behavior for the environment: a leadership identity perspective. Sustainability, 11, 944.
Uwagi
Błędna numeracja pozycji bibliografii
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-a2478e93-5730-4bc6-bb34-fa3fea383ad0
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.