AIM: The purpose of the present study was to test a theoretical model linking authentic leadership with staff nurses' trust in their manager, work engagement, voice behaviour and perceived unit care quality. BACKGROUND: Authentic leadership is a guide for effective leadership needed to build trust and healthier work environments because there is special attention given to honesty, integrity and high ethical standards in the development of leader-follower relationships. METHODS: A non-experimental, predictive survey design was used to test the hypothesized model in a random sample of 280 (48% response rate) registered nurses working in acute care hospitals in Ontario. RESULTS: The final model fitted the data acceptably (χ(2)=17.24, d.f.=11, P=0.10, IFI=0.99, CFI=0.99, RMSEA=0.045). Authentic leadership significantly and positively influenced staff nurses' trust in their manager and work engagement which in turn predicted voice behaviour and perceived unit care quality. CONCLUSIONS: These findings suggest that authentic leadership and trust in the manager play a role in fostering trust, work engagement, voice behaviour and perceived quality of care. IMPLICATIONS FOR NURSING MANAGEMENT: Nursing leaders can improve care quality and workplace conditions by paying attention to facilitating genuine and positive relationships with their staff.
AIM: The purpose of the present study was to test a theoretical model linking authentic leadership with staff nurses' trust in their manager, work engagement, voice behaviour and perceived unit care quality. BACKGROUND: Authentic leadership is a guide for effective leadership needed to build trust and healthier work environments because there is special attention given to honesty, integrity and high ethical standards in the development of leader-follower relationships. METHODS: A non-experimental, predictive survey design was used to test the hypothesized model in a random sample of 280 (48% response rate) registered nurses working in acute care hospitals in Ontario. RESULTS: The final model fitted the data acceptably (χ(2)=17.24, d.f.=11, P=0.10, IFI=0.99, CFI=0.99, RMSEA=0.045). Authentic leadership significantly and positively influenced staff nurses' trust in their manager and work engagement which in turn predicted voice behaviour and perceived unit care quality. CONCLUSIONS: These findings suggest that authentic leadership and trust in the manager play a role in fostering trust, work engagement, voice behaviour and perceived quality of care. IMPLICATIONS FOR NURSING MANAGEMENT: Nursing leaders can improve care quality and workplace conditions by paying attention to facilitating genuine and positive relationships with their staff.
Authors: Sallie J Weaver; Sarah E Mossburg; MarieSarah Pillari; Paula S Kent; Elizabeth Lee Daugherty Biddison Journal: J Nurs Care Qual Date: 2018 Jul/Sep Impact factor: 1.597
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