Alicia Davies1, Carol A Wong, Heather Laschinger. 1. London Centre of Hope Family Health Team, Arthur Labatt Family School of Nursing, Faculty of Health Sciences, The University of Western Ontario, London, ON, Canada.
Abstract
AIM: The purpose of this study was to test Kanter's theory by examining relationships among structural empowerment, leader-member exchange (LMX) quality and nurses' participation in personal knowledge transfer activities. BACKGROUND: Despite the current emphasis on evidence-based practice in health care, research suggests that implementation of research findings in everyday clinical practice is unsystematic at best with mixed outcomes. METHODS: This study was a secondary analysis of data collected using a non-experimental, predictive mailed survey design. A random sample of 400 registered nurses who worked in urban tertiary care hospitals in Ontario yielded a final sample of 234 for a 58.5% response rate. RESULTS: Hierarchical multiple linear regression analysis revealed that the combination of LMX and structural empowerment accounted for 9.1% of the variance in personal knowledge transfer but only total empowerment was a significant independent predictor of knowledge transfer (β=0.291, t=4.012, P<0.001). CONCLUSIONS: Consistent with Kanter's Theory, higher levels of empowerment and leader-member exchange quality resulted in increased participation in personal knowledge transfer in practice. IMPLICATIONS FOR NURSING MANAGEMENT: The results reinforce the pivotal role of nurse managers in supporting empowering work environments that are conducive to transfer of knowledge in practice to provide evidence-based care.
AIM: The purpose of this study was to test Kanter's theory by examining relationships among structural empowerment, leader-member exchange (LMX) quality and nurses' participation in personal knowledge transfer activities. BACKGROUND: Despite the current emphasis on evidence-based practice in health care, research suggests that implementation of research findings in everyday clinical practice is unsystematic at best with mixed outcomes. METHODS: This study was a secondary analysis of data collected using a non-experimental, predictive mailed survey design. A random sample of 400 registered nurses who worked in urban tertiary care hospitals in Ontario yielded a final sample of 234 for a 58.5% response rate. RESULTS: Hierarchical multiple linear regression analysis revealed that the combination of LMX and structural empowerment accounted for 9.1% of the variance in personal knowledge transfer but only total empowerment was a significant independent predictor of knowledge transfer (β=0.291, t=4.012, P<0.001). CONCLUSIONS: Consistent with Kanter's Theory, higher levels of empowerment and leader-member exchange quality resulted in increased participation in personal knowledge transfer in practice. IMPLICATIONS FOR NURSING MANAGEMENT: The results reinforce the pivotal role of nurse managers in supporting empowering work environments that are conducive to transfer of knowledge in practice to provide evidence-based care.
Authors: Peter Van Bogaert; Lieve Peremans; Marlinde de Wit; Danny Van Heusden; Erik Franck; Olaf Timmermans; Donna S Havens Journal: Front Psychol Date: 2015-10-14
Authors: Peter Van Bogaert; Lieve Peremans; Nadine Diltour; Danny Van heusden; Tinne Dilles; Bart Van Rompaey; Donna Sullivan Havens Journal: PLoS One Date: 2016-04-01 Impact factor: 3.240