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{L-End}Objective To explore the chain mediating effect of team psychological safety atmosphere and professional calling in the relationship between humble leadership and voice behavior. {L-End}Methods A total of 812 nurses from five medical institutions in Guangdong Province were selected as the research subjects using the convenience sampling method. The Team Psychological Safety Atmosphere Scale, the Professional Calling Scale, the Hospital Version of Humble Leadership Scale and the Voice Behavior Scale were used to investigate the perceived team psychological safety atmosphere and sense of professional calling, the perceived humble leadership style and voice behavior of the nurses. {L-End}Results The score of team psychological safety atmosphere, professional calling, humble leadership, and voice behavior of 812 nurses was (58.0±7.6), (44.6±8.0), (50.4±9.2) and (37.0±5.9), respectively, with the scoring rate of 72.5%, 74.3%, 80.0%, and 74.0%, respectively. Bootstrap analysis showed that humble leadership could positively influence voice behavior ［standardized effect value (β)=0.28, 95% confidence interval (CI) 0.20-0.35］. Humble leadership could influence voice behavior through the separate mediating effects of team psychological safety atmosphere (β=0.13, 95%CI 0.09-0.18), professional calling (β=0.07, 95%CI 0.04-0.11), and the chain mediating effect of team psychological safety atmosphere and professional calling(β=0.06, 95%CI 0.04-0.08). {L-End}Conclusion The voice behavior of clinical nurses is at a moderately high level. Humble leadership can directly influence voice behavior and can influence voice behavior through the mediating effects of team psychological safety atmosphere and professional calling. Nursing managers can inspire the work passion of clinical nurses by changing their own leadership style and creating a good atmosphere for voicing opinions.
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Objective@#To investigate the status of nurses' humble leaders and nurses in seeking feedback, and to analyze the relationship between them.@*Methods@#From August to September 2018, 436 nurses from Beijing Luo he Hospital affiliated to Capital Medical University were selected as the research subjects. The questionnaires were surveyed using general data questionnaire, humble leadership scale and feedback seeking scale.@*Results@#The head nurse′s humble leadership scale was divided into (3.22±0.38) points, and the nurses' feedback seeking behavior was divided into (3.51±0.56) points. The head nurse′s humble leadership was positively correlated with the nurses' feedback seeking behavior (r=0.679, P<0.05).@*Conclusions@#The head nurse′s humble leadership can positively promote the nurse′s feedback seeking behavior. The head nurse should pay attention to the leadership qualities of the humble leader, so as to effectively improve the level of feedback seeking behavior.
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Objective To investigate the status of nurses' humble leaders and nurses in seeking feedback, and to analyze the relationship between them. Methods From August to September 2018, 436 nurses from Beijing Luo he Hospital affiliated to Capital Medical University were selected as the research subjects. The questionnaires were surveyed using general data questionnaire, humble leadership scale and feedback seeking scale. Results The head nurse′s humble leadership scale was divided into (3.22 ± 0.38) points, and the nurses' feedback seeking behavior was divided into (3.51 ± 0.56) points. The head nurse′s humble leadership was positively correlated with the nurses'feedback seeking behavior (r=0.679, P<0.05). Conclusions The head nurse′s humble leadership can positively promote the nurse′s feedback seeking behavior. The head nurse should pay attention to the leadership qualities of the humble leader, so as to effectively improve the level of feedback seeking behavior.
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Objective@#To explore the effects and mechanism of humble leadership on organizational trust and voice behavior of nursing staff.@*Methods@#A total of 249 questionnaires were collected with a questionnaire survey, the effective response rate was 91.54%. The structural equation model was used to test the relationship between variables.@*Results@#The humble leadership had a significantly positive influence on the organizational trust (β= 0.46, P<0.01) and voice behavior (β= 0.63, P<0.01) of nursing staffs, organizational trust played the partial mediating effect (β= 0.29, P<0.01).@*Conclusion@#A nursing manager who is good at humble behavior can promote organizational trust among the subordinate nursing team, which in turn, directly and indirectly enhances their positive voice behavior.