The Relationship Between Organisational Culture, Leadership Supportive Climate and Hospital Employees’ Perception of Organisational Attractiveness and Level of Innovative Behaviour

Abstract

Abstract Background Within the domain of health services research there has been little research focusing on how organisational culture is associated with leadership supportive climate and specifically whether and how organisational culture and leadership supportive climate either individually or mutually are related to employees’ perception of the attractiveness of the organisation and employees’ level of innovative behaviour. These knowledge gaps in previous research motivated the implementation of this study. Methods The conceptual model developed was tested on a sample (N = 1008) of hospital employees. Partial least squares structural equation modelling (PLS–SEM) was employed to test the conceptual models, using the SmartPLS 3 software. To test the mediator effect, a bootstrapping test was used, revealing whether the direct and indirect effects were statistically significant, and at the same time, when combining two tests, determining the type of mediator effect. Results The results can be summarized in four key findings: i) organisational culture was found to be positively directly related to leadership supportive climate (\(\beta\) = 0.87) and organisational attractiveness (\(\beta\) = 0.45), ii) leadership supportive climate was found to be positively directly related to both organisational attractiveness (\(\beta\) = 0.22) and employees’ individual innovative behaviour (\(\beta\) = 0.37), iii) the relationships between organisational culture, leadership supportive climate and employees’ innovative behaviour were both found to be mediated through organisational attractiveness, iv) leadership supportive climate was found to mediate the relationship between organisational culture and organisational attractiveness as well as the relationship between organisational culture and employees’ innovative behaviour. Conclusions Organisational culture and leadership supportive climate were highly correlated and imperative drivers to employees’ perception of organisational attractiveness and employees’ level of innovative behaviours. Managers of hospitals should consider organisational culture and leadership supportive climate as two organisational resources that are potentially manageable and controllable. Consequently, managers should actively invest in the two organisational resources. Such resource investment will lead to resource capitalisation manifested in both a growth in employees’ perception of organisational attractiveness as well as employees’ level of innovative behaviour.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 1 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.