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AIM: This study was designed to examine the relationship between humble leadership and nurses' turnover intention and investigate the moderating role of leader expertise in this relationship. BACKGROUND: Leader humility and expertise are two key dimensions of professional spirit in competitive magnet organizations. Many organizational factors could make nurses take a decision to leave their organization; however, leader humility and expertise could help nurses retract from this decision. METHOD: This is a multisite cross-sectional study that was conducted at all medical-surgical units of four university hospitals. Using scales for assessing leader humility, nurses' turnover intention, and leader expertise, 385 nurses were surveyed. Data were investigated via descriptive and inferential statistics, where correlation, path analysis, and structured equation modeling were used to test the hypothetical relationship among study variables. RESULTS: There is a statistically significant negative relationship between humble leadership and nurses' turnover intention. Humble leadership and leader expertise were significant predictors of nurses' turnover intention. The moderating effect of leader expertise on the relationship between humble leadership and nurses' turnover intention was statistically significant, making it more negative, implying that leader expertise amplifies the effect of leader humility on reducing nurses' turnover. CONCLUSION: Incorporating leader expertise with humility could provide an efficient panacea for reducing turnover intentions among nurses in different healthcare organizations. IMPLICATIONS FOR NURSING AND HEALTH POLICY: Healthcare organizations could develop an efficient retention plan for nurses by cultivating humility among both leaders and nurses. In addition, building nurse leaders' expertise through opening avenues for professional development is a good strategy in the face of nurses' shortage and high turnover. Furthermore, succession planning in healthcare organizations must consider humility as a vital skill among anticipated leaders.
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BACKGROUND: Organizational dehumanization has detrimental consequences for nurses' wellbeing and leads to a stressful work environment. Moreover, it is very destructive to work engagement. AIM: To examine the mediating role of nurses' work stress between organizational dehumanization and work engagement. METHOD: A cross-sectional research design was conducted with 245 staff nurses over a one-month period. The researchers used structured equation modeling. RESULTS: Work engagement and organizational dehumanization levels were both moderate. In addition, the degree of job stress among the nurses was moderate, too. The results of the structural equation modeling showed that the association between organizational dehumanization and job engagement is partially mediated by work stress. CONCLUSIONS: For staff nurses to exhibit high levels of caring behaviors, this study emphasized the need to establish a work environment that employs tactics to improve workplace engagement and happiness. In addition to changing the organizational culture of nurses to eradicate organizational dehumanization and pressures related to the job.
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BACKGROUND: The presence of calling has been associated with beneficial outcomes for nurses, yet our understanding of these effects remains limited. Additionally, the mechanisms linking the presence of calling to these outcomes have not been well established in the nursing literature. AIM: This study aimed to investigate the relationship between the presence of calling and nurses' career success, mediated by the parallel effects of strengths use and deficit correction. DESIGN: A cross-sectional design was used. METHODS: Data were collected from December 2022 to April 2023, involving 237 nurses working in six hospitals in Port Said, Egypt. The study utilized the Demographic Information Form, the Presence of Calling Scale, the Strengths Use Scale, the Deficit Correction Scale, and the Career Success Scale. Study hypotheses were evaluated using structural equation modeling. RESULTS: Presence of calling positively related to nurses' career success. Furthermore, nurses' strengths use and deficit correction played a mediating role in the relationship between the presence of calling and career success. CONCLUSION: Nurses who view their work as a calling are more inclined to utilize their strengths and address their deficits, resulting in a heightened sense of career success. IMPLICATION FOR NURSING POLICYMAKING: Emphasising that nursing is a calling should commence during the undergraduate education of nurses, and this concept should be continually cultivated by hospital administrators throughout their professional careers. This approach empowers nurses to leverage their strengths, address their deficits, and ultimately enhance their sense of success in their nursing careers.
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AIMS: To assess toxic leadership and organizational performance among nurses of a University Hospital, and explore the mediating effect of nurses 'silence. BACKGROUND: Toxic Leadership behaviours are hurtful to feelings, leading to emotive fatigue and nurses silence within the legislative framework. In fact, it is very harmful to all organizations. However, little emphasis has been paid to research on the mediating mechanism and border factors of their connection. METHODS: A cross-sectional design was applied. Data was collected from 750 nurses over the course of three months. The researchers employed structured equation modeling [SEM] to investigate the role of nurses' silence in mediating the association between toxic leadership and organizational performance. RESULTS: The toxic leadership level and Organisational performance level were both high. In addition to, the nurses' silence level was moderate. The SEM revealed that toxic Leadership accounted for the prediction of 65% of the variance of nurses' silence and 87% of the variance of organizational performance. Also, nurses silence as a mediating factor accounted for 73% of the variance of organizational performance. CONCLUSIONS: This study emphasized on the importance of creating a work environment that encourages and promotes open communication, as well as eliminating toxic leadership behaviours from the organizational culture among nurses as it effects on the organizational performance.
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BACKGROUND: Spiritual leadership is the most positive leadership style accepted by positive organizational behavior scholars that contributes to psychological capital. Spiritual leadership could be a critical organizational resource for followers. The study aims to examine the levels of spiritual leadership and psychological capital among nursing educators and determine the relationship between spiritual leadership and psychological capital among nurse educators. METHODS: A cross-sectional design was applied using two tools: spiritual leadership and psychological capital scales. Over 3 months, data were collected from 213 nursing educators. RESULTS: The spiritual leadership level is moderate to high (49.8 and 38.5%). The psychological capital level is high (63.4%). The association between spiritual leadership and psychological capital is a strong, positive, and highly significant correlation (R-value = 0.63, P = 0.001). The regression analysis predicted that male participants were expected to have more spiritual leadership and psychological capital than females. CONCLUSION: It can be concluded and validated how important it is to develop and practice spiritual leadership to foster followers' psychological capital. IMPLICATIONS OF NURSING MANAGEMENT: as nursing leaders must have spiritual competencies to promote workplace spirituality on the daily agenda as a foundational area in management.
