AIM: To examine the relationships among nurses' perceptions of nurse managers' authentic leadership, nurses' overall person-job match in the six areas of worklife and their work engagement. BACKGROUND: Reports have highlighted the impact of demanding and unsupportive work environments on nurses' wellbeing, resulting in a need for strong nursing leadership to build sustainable and healthier work environments. METHODS: A secondary analysis of data collected from a non-experimental, predictive design survey of a random sample of 280 registered nurses working in acute care hospitals was conducted. RESULTS: An overall person-job match in the six areas of worklife fully mediated the relationship between authentic leadership and work engagement. Further, authentic leadership, overall person-job match in the six areas of worklife and years of nursing experience explained 33.1% of the variance in work engagement. CONCLUSIONS: Findings suggest that nurses who work for managers demonstrating higher levels of authentic leadership report a greater overall person-job match in the six areas of worklife and greater work engagement. IMPLICATIONS FOR NURSING MANAGEMENT: As nurse managers' play a key role in promoting work engagement among nurses, authentic leadership development for nurse managers focusing on self-awareness, relational transparency, ethics and balanced processing would be beneficial.
AIM: To examine the relationships among nurses' perceptions of nurse managers' authentic leadership, nurses' overall person-job match in the six areas of worklife and their work engagement. BACKGROUND: Reports have highlighted the impact of demanding and unsupportive work environments on nurses' wellbeing, resulting in a need for strong nursing leadership to build sustainable and healthier work environments. METHODS: A secondary analysis of data collected from a non-experimental, predictive design survey of a random sample of 280 registered nurses working in acute care hospitals was conducted. RESULTS: An overall person-job match in the six areas of worklife fully mediated the relationship between authentic leadership and work engagement. Further, authentic leadership, overall person-job match in the six areas of worklife and years of nursing experience explained 33.1% of the variance in work engagement. CONCLUSIONS: Findings suggest that nurses who work for managers demonstrating higher levels of authentic leadership report a greater overall person-job match in the six areas of worklife and greater work engagement. IMPLICATIONS FOR NURSING MANAGEMENT: As nurse managers' play a key role in promoting work engagement among nurses, authentic leadership development for nurse managers focusing on self-awareness, relational transparency, ethics and balanced processing would be beneficial.
Authors: J Margo Brooks Carthon; Linda Hatfield; Colin Plover; Andrew Dierkes; Lawrence Davis; Taylor Hedgeland; Anne Marie Sanders; Frank Visco; Sara Holland; Jim Ballinghoff; Mary Del Guidice; Linda H Aiken Journal: J Nurs Care Qual Date: 2019 Jan/Mar Impact factor: 1.597
Authors: Heather K Spence Laschinger; Carol Wong; Emily Read; Greta Cummings; Michael Leiter; Maura Macphee; Sandra Regan; Ann Rhéaume-Brüning; Judith Ritchie; Vanessa Burkoski; Doris Grinspun; Mary Ellen Gurnham; Sherri Huckstep; Lianne Jeffs; Sandra Macdonald-Rencz; Maurio Ruffolo; Judith Shamian; Angela Wolff; Carol Young-Ritchie; Kevin Wood Journal: Nurs Open Date: 2018-12-19
Authors: Sadaf Iqbal; Tahir Farid; Muhammad Khalil Khan; Qionghon Zhang; Amira Khattak; Jianhong Ma Journal: Int J Environ Res Public Health Date: 2019-12-30 Impact factor: 3.390