Servant Leadership Style, Work Climate, Work Motivation Improved Handover Implementation
DOI:
https://doi.org/10.35654/ijnhs.v8i3.866Keywords:
servant leadership, work climate, work motivation, handover implementationAbstract
Background: Healthcare providers, particularly nurses, face the issue of enhancing the quality and consistency of communication along the healthcare chain, specifically at the transitory point or when interacting with healthcare officials. Safety problems can occur as a result of losses caused by failing to transmit patient information. Objective: The study seeks to examine the impact of characteristics related to servanter leadership style, working climate, and work motivation on the implementation of handover. Method: This research employs a quantitative study which is the cross-sectional study. The participant selected for this study was a nurse in a leadership position in a hospital unit, and the total number of respondents was 72. The research data was collected by questionnaire responses and analyzed using Structural Equation Modeling (SEM) techniques with the assistance of the SEM PLS application. Result: The findings of this study indicate that 1) Servant leadership, work climate, and work motivation together influence the implementation of handover. 2) Servant leadership has a positive and significant influence on work motivation; 3) Work climate has a positive and significant influence on work motivation; 4) Work motivation has a positive and significant influence on handover implementation; 5) There is no influence of servant leadership on handover implementation; 6) Work climate has a positive and significant influence on handover implementation. Conclusion: The integration of servant leadership, organizational climate, and work motivation is essential for the effective implementation of handovers
Downloads
References
(1) Methangkool E, Tollinche L, Sparling J, Agarwala AV. Communication: Is There a Standard Handover Technique to Transfer Patient Care? Int Anesthesiol Clin. 2019 Summer;57(3):35-47. doi: 10.1097/AIA.0000000000000241
(2) Raeisi A, Rarani MA, Soltani F. Challenges of patient handover process in healthcare services: A systematic review. J Educ Health Promot. 2019 Sep 30;8:173. doi: 10.4103/jehp.jehp_460_18
(3) Ghosh S, Ramamoorthy L, Pottakat B. Impact of Structured Clinical Handover Protocol on Communication and Patient Satisfaction. J Patient Exp. 2021 Mar 3;8:2374373521997733. doi: 10.1177/2374373521997733
(4) Canavesi A, Minelli E. Servant Leadership and Employee Engagement: A Qualitative Study. Employ Respons Rights J. 2022;34(4):413–35. doi: 10.1007/s10672-021-09389-9
(5) Cai M, Wang M, Cheng J. The Effect of Servant Leadership on Work Engagement: The Role of Employee Resilience and Organizational Support. Behav Sci (Basel). 2024 Apr 5;14(4):300. doi: 10.3390/bs14040300
(6) Chen M, Zada M, Khan J, Saba NU. How Does Servant Leadership Influences Creativity? Enhancing Employee Creativity via Creative Process Engagement and Knowledge Sharing. Front Psychol. 2022 Jul 1;13:947092. doi: 10.3389/fpsyg.2022.947092
(7) Wahyu A, Tentama F, Sari EYD. The Role of Servant Leadership and Organizational Climate on Organizational Citizenship Behavior with Job Satisfaction as Mediator. International Journal of Scientific & Technology Research. 2019; 8 (10): 1134-1141
(8) Ragil & Solovida. "The Role of Servant Leadership and Work Motivation on Organizational Citizenship Behavior on Evidence from Indonesian Generation-Y Employees." International Journal of Science and Management Studies 3, no. 6 (2020): 110-123
(9) Aprian Wahyu, Fatwa Tentama, and Erita Yuliasesti Diah Sari. "The Role Of Servant Leadership And Organizational Climate On Organizational Citizenship Behavior With Job Satisfaction As Mediator." IJSTR 8, no. 10 (2019): 1134-1145
(10) Peter G. Northouse: Leadership seventh edition. (2016)
(11) Sohail, A., Khan, F., Sufyan, M., Uddin, M., and Basit, A. (2019). The Effect of Workforce Diversity on Employee Performance in Higher Education Sector. Journal of Management Info (JMI), 6, 1-8. https://doi.org/10.31580/jmi.v6i3.515
(12) Gulo, C. A., Simanjuntak, J., Damanik, H. M., Simanjuntak, I. R., & Simanjunta, J. (2023). THE INFLUENCE OF SERVANT LEADERSHIP STYLE AND INTERPERSONAL COMMUNICATION ON EMPLOYEE’S WORK MOTIVATION IN OFFICE. Jurnal Penelitian Ekonomi Dan Akuntansi (JPENSI, 8(3). http://jurnalekonomi.unisla.ac.id/index.php/jpensi
(13) Sinta, D. (2022). The Influence of Servant Leadership and Work Environment on Employee Performance in Family Business UD. Berkat Bersama With Work Motivation as a Mediator. International Journal of Review Management Business and Entrepreneurship (RMBE), 2(2), 55–64. https://doi.org/10.37715/rmbe.v2i2.3362
(14) Wong, P. T. P., Paul, & Wong, T. P. (n.d.). An Opponent-Process Model of Servant Leadership and a Typology of Leadership Styles An Opponent-Process Model of Servant Leadership and a Typology of Leadership Styles*. http://www.regent.edu/acad/schbus/cur/entr665-00fa/entr665-syllabus-00fa.htm
(15) Gregory Stone, A., Russell, R. F., Emory, C., College, H., & Patterson, K. (n.d.). Transformational versus Servant Leadership: A Difference in Leader Focus a Difference in Leader Focus. http://www.regent.edu/acad/sls/publications/conference_proceedings/servant_leadership_roundtable/2003pdf/stone_transformation
(16) Su, W., Lyu, B., Chen, H., & Zhang, Y. (2020). How does servant leadership influence employees’ service innovative behavior? The roles of intrinsic motivation and identification with the leader. Baltic Journal of Management, 15(4), 571–586. https://doi.org/10.1108/BJM-09-2019-0335
(17) Hicklenton, C., Hine, D. W., & Loi, N. M. (2019). Can work climate foster pro-environmental behavior inside and outside of the workplace? PLoS ONE, 14(10). https://doi.org/10.1371/journal.pone.0223774
(18) Robbins, Stephen.2006. Perilaku Organisasi. Edisi kesepuluh. Jakarta: PT Indeks Kelompok Gramedia
(19) Studi Keperawatan dan Pendidikan Ners, P., & Febrina, W. (n.d.). Motivasi Perawat Dalam Pelaksanaan Timbang Terima Pasien Sesuai SOP. https://ojs.fdk.ac.id/index.php/Nursing/index
(20) Sulistyawati, W., Nurma Etika, A., Novitasari, R., Studi Ilmu Keperawatan FIK Universitas Kadiri, P., & Timur, K.-J. (n.d.). HUBUNGAN MOTIVASI PERAWAT DENGAN KUALITAS HANDOVER PASIEN DI RUANG RAWAT INAP RUMAH SAKIT
(21) Mohamad As’ad Efendy, & Mega Puspita. (2023). The Relationship between Work Motivation and Nurse Performance in Documenting Nursing Care at X Hospital, Malang City. Journal Of Nursing Practice, 7(1), 169–175. https://doi.org/10.30994/jnp.v7i1.430
(22) Saleem, R., Mahmood, A., & Mahmood, A. (2010a). Effect of Work Motivation on Job Satisfaction in Mobile Telecommunication Service Organizations of Pakistan. International Journal of Business and Management, 5(11). https://doi.org/10.5539/ijbm.v5n11p213
(23) Permatasari, J., & Ratnawati, I. (2021). Work climate and employee performances: a literature observation. International Research Journal of Management, IT and Social Sciences, 8(2). https://doi.org/10.21744/irjmis.v8n2.1425
Downloads
Published
Issue
Section
License
Copyright (c) 2025 International Journal of Nursing and Health Services (IJNHS)
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
