“Examining the relationship among ethical leadership, compassion fatigue and employees’ innovative behaviour in healthcare.” A mixed-methods approach

Background to the study: There is a rising curiosity and emphasis in healthcare service research on the influences on healthcare employees’ innovative behaviour. This empirical study examines how ethical leadership and compassion fatigue relate to employees’ innovative behaviour in a healthcare organisation. It examined five hospitals in Bangladesh, with participants (n = 365) sampled from the population of more than 7,000 healthcare practitioners working for these hospitals. Methods: A conceptual model to understand how healthcare employees think about their work was advanced and verified based on a sample size of n = 365. Using IBM-SPSS mixed modelling, the data were analysed using SPSS software in two stages to specify the measurement model. The mediator/moderator analysis (Regression > Process 4.0-Hayes) was used to explore the possible “direct effect of X on Y” and the “indirect effects of X on Y” among the proposed variables. Results: Healthcare employees’ innovative behaviour (β = .69) is positively linked to their ingenuity (β = .186) and ethical leadership (β=-.020). Adverse and traumatic care procedures increase the risk of compassion fatigue (β = .71). Healthcare employees' ingenuity facilitates the relationships between ethical leadership, compassion fatigue, and employees’ behaviour. The analysis results explain 82% of healthcare staff’s innovative behaviour differences. Conclusion: The research study presents a multifaceted outline of the influences on healthcare employees’ innovative behaviour. The results show that ethical leadership, compassion fatigue, and individual ingenuity remarkably influence the healthcare staff’s inventive performance.