Leadership & management: Overview

Abstract
Background: The unprecedented exodus of workers from the healthcare system is a patient safety crisis. Organizational compassion in health care is the proactive, systematic, and continuous identification, alleviation, and prevention of all sources of suffering.

Aims: This scoping review aimed to describe the evidence regarding the impact of organizational compassion on clinicians, identify gaps, and provide recommendations for future research.

Methods: A comprehensive librarian-assisted database search was conducted. Databases searched were PubMed, SCOPUS, EMBASE, Web of Science, PsychInfo, and Business Source Complete. Combinations of search terms regarding health care, compassion, organizational compassion, and workplace suffering were used. The search strategy was limited to English language articles and those published between 2000 and 2021.

Results: Database search yielded 781 articles. After removing duplicates, 468 were screened by title and abstract, and 313 were excluded. One-hundred and fifty-five underwent full-text screening, and 137 were removed, leaving 18 eligible articles, two of which were set in the United States. Ten articles evaluated barriers or facilitators to organizational compassion, four evaluated elements of compassionate leadership, and four evaluated the Schwartz Center Rounds intervention. Several described the need to create systems that are compassionate to clinicians. Lack of time, support staff, and resources impeded the delivery of such interventions.

Linking evidence to action: Little research has been done to understand and evaluate the impact of compassion on US clinicians. Given the workforce crisis in American health care and the potential positive impact of increasing compassion for clinicians, there is an urgent need for researchers and healthcare administrators to fill this gap.

Abstract
Despite progress made over the past decade, women are under-represented in positions of leadership in academic medicine. Women physicians face numerous challenges throughout their careers. Despite achieving leadership positions, women in leadership continue to experience the impact of those challenges. In this review, we describe four misconceptions about women in leadership, along with their impact and recommendations. First, we describe differences between mentorship and sponsorship, as well as their impact on attaining leadership positions. Second, the gender pay gap persists throughout women's careers, regardless of leadership positions. Third, we explore the role of self-efficacy in leadership in the context of stereotype threats. Fourth, gendered expectations of leadership characteristics place an undue burden on women, detracting from their leadership effectiveness. Organizations can address the challenges women face by creating robust mentorship and sponsorship networks, establishing transparent and equitable pay policies, promoting and normalizing a broader range of leadership styles, and improving work flexibility and support structure. Ultimately, such changes serve all members of the organization through increased retention and engagement.

Abstract
Innovative Work Behavior (IWB) of employees is one of the essential requirements for organizations to excel in competition in today's dynamic world. Nowadays, organizations can keep the current pace through competitive advantage. But to acquire competitive advantage, employees must be creative and innovative in their work-related behaviors. Small and Medium Enterprises (SMEs) in Pakistan are suffering several challenges in this regard. Therefore, current study is designed to examine the role of negative events and negative leadership on the IWB of the employees with mediating role of Psychological Well-being (PsyWB). Further, the moderating role of Perceived Organizational Support (POS) has also been tested. The negative event used in current research is Workplace Incivility (WPI) and Despotic Leadership (DL) from the negative leadership styles examined. Results of the current study showed that the presence of WPI and DL in organizations damage the IWB of employees as they harm the PsyWB of employees. We find that PsyWB mediated the relationship among DL, WPI, and IWB. POS is helpful for employees to overcome the negative issues prevailing in the organizations. The SMEs need to construct policies to eradicate WPI and must discourage despotic personalities to make the environment favorable for employees to protect their IWB. There must be some events that can increase the positive PsyWB of employees to make them more creative and motivated. Likewise, POS must be at sufficient level so that employees feel safe and healthy in all respects.