Ethical leadership and staff retention in Uganda’s health care sector: The mediating effect of job resources
This paper examined the mediating effect of job resources on the relationship between ethical leadership and staff retention in Uganda. Utilising a sample of 214 health care workers, a cross-sectional research design was adopted. SPSS v. 21 and Analysis of Moment Structure v. 21 were used in the dat...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
| Published: |
Taylor & Francis Group
2018-12-01
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| Series: | Cogent Psychology |
| Subjects: | |
| Online Access: | http://dx.doi.org/10.1080/23311908.2018.1466634 |
| _version_ | 1818640055058563072 |
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| author | A. Musenze Ibrahim Sifuna Thomas Mayende |
| author_facet | A. Musenze Ibrahim Sifuna Thomas Mayende |
| author_sort | A. Musenze Ibrahim |
| collection | DOAJ |
| description | This paper examined the mediating effect of job resources on the relationship between ethical leadership and staff retention in Uganda. Utilising a sample of 214 health care workers, a cross-sectional research design was adopted. SPSS v. 21 and Analysis of Moment Structure v. 21 were used in the data analysis. Job resources as a whole was established to be a partial mediator in the relationship between ethical leadership and staff retention. Ethical leadership and job resources individually predicted staff retention. Overall, 66% of the variance in staff retention is explained. As a limitation, data were collected in a cross-sectional survey, which might have confounded the causality among the studied variables. Future researchers could conduct longitudinal studies to address this limitation. The findings suggest that leaders need to be ethical in their dealings if they are to enhance the retention function of their staff in their respective organisations. Health care managers should endeavour to provide job resources in order to mitigate the effects of job overload so as to improve on staff retention in their organisations. This study finds support for job resources as a mediator in the relationship between ethical leadership and staff retention in Uganda’s health care sector. This is consistent with the requirements for the examination of process variables in relationships so as to make concrete inferences. |
| first_indexed | 2024-12-16T23:05:11Z |
| format | Article |
| id | doaj.art-70ff54c0566843408b7bf42fbaad2179 |
| institution | Directory Open Access Journal |
| issn | 2331-1908 |
| language | English |
| last_indexed | 2024-12-16T23:05:11Z |
| publishDate | 2018-12-01 |
| publisher | Taylor & Francis Group |
| record_format | Article |
| series | Cogent Psychology |
| spelling | doaj.art-70ff54c0566843408b7bf42fbaad21792022-12-21T22:12:35ZengTaylor & Francis GroupCogent Psychology2331-19082018-12-015110.1080/23311908.2018.14666341466634Ethical leadership and staff retention in Uganda’s health care sector: The mediating effect of job resourcesA. Musenze Ibrahim0Sifuna Thomas Mayende1Makerere University Business SchoolInformation and Communication UniversityThis paper examined the mediating effect of job resources on the relationship between ethical leadership and staff retention in Uganda. Utilising a sample of 214 health care workers, a cross-sectional research design was adopted. SPSS v. 21 and Analysis of Moment Structure v. 21 were used in the data analysis. Job resources as a whole was established to be a partial mediator in the relationship between ethical leadership and staff retention. Ethical leadership and job resources individually predicted staff retention. Overall, 66% of the variance in staff retention is explained. As a limitation, data were collected in a cross-sectional survey, which might have confounded the causality among the studied variables. Future researchers could conduct longitudinal studies to address this limitation. The findings suggest that leaders need to be ethical in their dealings if they are to enhance the retention function of their staff in their respective organisations. Health care managers should endeavour to provide job resources in order to mitigate the effects of job overload so as to improve on staff retention in their organisations. This study finds support for job resources as a mediator in the relationship between ethical leadership and staff retention in Uganda’s health care sector. This is consistent with the requirements for the examination of process variables in relationships so as to make concrete inferences.http://dx.doi.org/10.1080/23311908.2018.1466634ethical leadershipjob resourcesstaff retention |
| spellingShingle | A. Musenze Ibrahim Sifuna Thomas Mayende Ethical leadership and staff retention in Uganda’s health care sector: The mediating effect of job resources Cogent Psychology ethical leadership job resources staff retention |
| title | Ethical leadership and staff retention in Uganda’s health care sector: The mediating effect of job resources |
| title_full | Ethical leadership and staff retention in Uganda’s health care sector: The mediating effect of job resources |
| title_fullStr | Ethical leadership and staff retention in Uganda’s health care sector: The mediating effect of job resources |
| title_full_unstemmed | Ethical leadership and staff retention in Uganda’s health care sector: The mediating effect of job resources |
| title_short | Ethical leadership and staff retention in Uganda’s health care sector: The mediating effect of job resources |
| title_sort | ethical leadership and staff retention in uganda s health care sector the mediating effect of job resources |
| topic | ethical leadership job resources staff retention |
| url | http://dx.doi.org/10.1080/23311908.2018.1466634 |
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