Hospitals are institutions that provide highly specialized services in the face of various challenges, often in environments where there are insufficient human resources. Such an environment makes it necessary and important for employees to voluntarily go beyond their defined roles and exert extra effort. In this context, the research was conducted to examine the effect of leader behavior on extra-role behaviors, as well as the serial and parallel mediating effects of organizational silence and work engagement in this relationship. First, the R.I.G.H.T. (initials letters of dimensions) leadership model, a leader behavior model that addresses psychologically healthy workplaces from a transformational leadership perspective, was adapted into Turkish. Data were collected from 176 physicians and nurses working in a university hospital for the adaptation study. The data for the main research were collected from 307 physicians and nurses working in a public training and research hospital and a private hospital in Trabzon. The hypotheses in the research model were tested using the SPSS program with the PROCESS Macro add-on. As a result of the study, it was found that R.I.G.H.T. leader behaviors had positive effects on extra-role behavior. However, when work engagement and organizational silence variables were included in the model, the explained variance increased (R2:0.26) and the total effect of leader behavior became insignificant. Therefore, it was observed that leader behavior contributed positively to extra-role behavior by increasing engagement and partially reducing organizational silence. However, the serial mediating effect of leader behavior, organizational silence, engagement, and extra-role behavior could not be confirmed. The research found that leader behaviors in hospitals play an important role in encouraging employees to exhibit extra roles. However, this interaction occurs indirectly through different concepts, similar to the evidence in the literature. It is essential for physician and nurse leaders to be aware of their employees’ abilities and to benefit from and utilize their talents, knowledge, and skills when making decisions. This enables leaders to support their development and progress, ultimately leading to increased employee engagement in their roles. This situation can also trigger them to exert effort beyond their job descriptions towards their colleagues, patients, and the institution.
YEŞİLDAĞ et al. (Wed,) studied this question.