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Aims: The leader's ability to act with self-awareness, lead with generosity, and consider others' opinions is what defines humility leadership. In recent healthcare literature, there has been extensive exploration of humility leadership and psychological safety, but these studies were non-nursing. It is crucial to understand how humble leaders can empower their staff's psychological safety, as inclusivity is a key aspect of humility leadership and is closely linked to psychological safety. Therefore, this study examined the association between nursing leaders' humility leadership and team members' psychological safety., Design: A quantitative cross-sectional design was used in the current study., Methods: To assess the studied variables, 245 nursing academics, nurses, and nursing leaders were recruited from different universities and hospitals using the convenience snowball sampling technique, yielding a response rate of 70%. After a pilot study, an online survey using Google Forms was hosted in 2022., Findings: The psychological safety of nursing team members was not found to be associated with the humility leadership of nursing leaders. Despite the participants' reports of their nursing leaders exhibiting humility leadership (mean = 3.57/5, SE = 0.055), the participants also reported that psychological safety was borderline (mean = 3.09/5, SE = 0.041)., Conclusion: The borderline nursing team members' psychological safety implies that different types of leadership may have an impact on the psychological safety of nursing team members. The lack of association between nursing leaders' humility leadership and the psychological safety of nursing team members highlights the need for further understanding and effort from nursing leaders to establish psychologically safe work environments., Impact: This research offers valuable insights into how the humility of nursing leaders impacts the psychological safety of nursing team members. The psychological safety of the nursing team members highlights the specific responsibilities that nursing leaders should assume to establish psychologically safe work environments., Patient or Public Contribution: There was no Patient or Public Contribution, as the sample included nursing academics, nurses, and nursing leaders recruited from different universities and hospitals., Implications for Practice/policy: A simple intervention that humble leaders can initiate is inclusivity, where subordinates' positive worth, strengths, and contributions are acknowledged. Inclusivity is a characteristic of humility leadership. Improving teams'' psychological safety calls to promote a culture of civility in the workplace. A random and larger sample is needed, including other types of universities and hospitals, using other research designs across other cultures., (© 2024 John Wiley & Sons Ltd.)

Background: Authentic leadership controls quality care and the safety of patients and healthcare professionals, especially nurses., Aim: This study examined the influence of nurses' authentic leadership on the safety climate., Methods: In this predictive research, 314 Jordanian nurses from various hospitals were convenience sampled for cross-sectional and correlational design. This research included all hospital nurses with 1 year of experience, at least at the present hospital. SPSS (V.25) conducted descriptive statistics and multivariate analyses. As needed, sample variables' means, SD and frequencies were supplied., Results: The mean scores on the entire Authentic Leadership Questionnaire and its subscales were moderate. The mean score of the SCS was below 4 (out of 5), indicating negative safety climate perceptions. A significant positive moderate association was found between nurses' authentic leadership and safety climate. Nurses' authentic leadership predicted a safe climate. Internalised moral and balanced processing subscales were significant predictors of safety climate. Being woman and having a diploma inversely predicted the nurses' authentic leadership; however, the model was insignificant., Conclusion: Interventions are needed to enhance the perception of the safety climate in hospitals. Nurses' authentic leadership increases their perceptions of a positive safety climate, and thus different strategies to build on nurses' authentic leadership characteristics are warranted., Implications for Nursing Management: The negative perceptions of the safety climate mandate that organisations create strategies to increase nurses' awareness about the safety climate. Shared leadership, learning environments and information sharing would improve nurses' perceptions of the safety climate. Future studies should examine other variables influencing safety climate with a more extensive and randomised sample. Safety climate and authentic leadership should be integrated into the nursing curricula and continuing education courses., Competing Interests: Competing interests: None declared., (© Author(s) (or their employer(s)) 2023. Re-use permitted under CC BY-NC. No commercial re-use. See rights and permissions. Published by BMJ.)

Background: There hasn't been much recent research on leaders' authentic leadership, knowledge sharing within the team, and faculty members' creativity., Aim: This study examined the perceived variables and predictors of academic nursing leaders' authentic leadership by their nursing faculty members, knowledge sharing within the team, and nursing faculty members' own creativity., Design: A cross-sectional design using a survey instrument was employed to answer the research questions., Methods: A convenience snowball sample of 105 academic nursing faculty members who worked at various universities in Jordan was recruited., Results: Academic nursing leaders' authentic leadership, knowledge sharing within the team, and nursing faculty members' creativity were perceived high by nursing faculty members. The highest and lowest means of the three concepts were reported. As evidenced by correlations, knowledge sharing within the team related to nursing faculty members' creativity without affecting academic nursing leaders' authentic leadership. The perceived academic nursing leaders' authentic leadership didn't predict knowledge sharing within the team or faculty members' creativity., Conclusions: The current research fills critical voids in the reviewed literature. The results augment nursing leadership knowledge in academic settings. Academic nursing leaders' authentic leadership didn't predict knowledge sharing within the team or faculty members' creativity. These findings raise the flag; authentic nursing leadership should be synergized in conducive academic environments with other factors that may promote nursing faculty members' creativity, such as psychological safety and team environment., Competing Interests: Declaration of competing interest The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper., (Copyright © 2023 Elsevier Inc. All rights reserved.)

Objectives: The current study measures the differences in humble leadership and team performance in nursing based on the sample's characteristics., Design: A cross-sectional study., Setting: In 2022, the current study sample was recruited from governmental and private universities and hospitals using an online survey., Participants: A convenience snowball sample of 251 nursing educators, nurses and students was recruited., Results: A leader's humble leadership, a team's humble leadership and overall humble leadership were at moderate levels. The overall mean team performance was 'working well'. The single male humble leaders, aged more than 35 years and working full-time in an organisation with quality initiatives, have a higher leader's humble leadership. Members of the team aged more than 35 years working full-time in organisations with quality initiatives have a higher team's humble leadership. Team performance in organisations with quality initiatives was higher in resolving many conflicts by compromising between team members, with each one giving in a little. There was a moderate correlation (r=0.644) between the total scores of the overall humble leadership and team performance. Humble leadership correlated significantly but negatively and weakly with quality initiatives (r=-0.169) and the participant's role (r=-0.163). There was no significant correlation between team performance and the sample's characteristics., Conclusions: Humble leadership has positive outcomes, such as team performance. The shared sample characteristic that sets the differences between a leader's and a team's humble leadership and team performance was the presence of quality initiatives in the organisation. The shared sample characteristics that set the differences in a leader's and a team's humble leadership were working full-time and the presence of quality initiatives in the organisation. Humble leaders are contagious; they will produce creative team members by 'social contagion', 'behavioural similarity', 'team potency' and 'collective focus'. Thus, leadership protocols and interventions are mandated to fuel humble leadership and team performance., Competing Interests: Competing interests: None declared., (© Author(s) (or their employer(s)) 2023. Re-use permitted under CC BY-NC. No commercial re-use. See rights and permissions. Published by BMJ.)

Background: Clinical leadership is the process of improving different organizational and patient care processes that achieve high-quality and safety of care outcomes. Clinical leadership is about having the appropriate skills and attributes to manage clinical settings. Nurses need to develop managerial and leadership skills; thus, nurses clinical leadership skills should be developed in all clinical settings. The clinical leadership needs of nurses received limited focus; the concept is still not fully understood., Aim: This study aimed to assess the correlates and predictors of nurses' clinical leadership needs in Jordan., Materials and Methods: Using a cross-sectional research design utilizing a purposive sample of 349 nurses were recruited from different hospitals. Pearson correlation coefficients standard multiple linear regressions were mainly used to analyze the data., Results: The "leadership and clinical practice" was the highest mean score of the subscales, while the "financial and service management" was the lowest. At an alpha of 0.05, significant positive moderate correlations were found between nurses' clinical leadership needs and: level of education, age, years of experience in nursing, years of experience in leadership, number of employees under the direct supervision of the leader, and type of the hospitals. At an alpha of 0.01, significant positive weak correlations were found between nurses' clinical leadership needs and: marital status, title, and unit/ward organizational structure. Marital status-separated/divorced/widowed, and years of nursing-4 years or less predicted negatively affect nurses' clinical leadership needs., Discussion and Conclusion: Meeting the clinical leadership needs of nurses will positively contribute to various clinical settings outcomes. Leadership training is needed to enhance nurses' clinical leadership skills and competencies., (© 2022 Wiley Periodicals LLC.)

Purpose: This study aims to compare nurses' authentic leadership and perceptions of the safety climate and concepts association according to different areas of work and types of hospitals., Design/methodology/approach: A cross-sectional design was used to conduct this comparative study on 314 Jordanian nurses. The Authentic Leadership Questionnaire (ALQ) and the Safety Climate Survey (SCS) were used., Findings: Nurses in private hospitals were more educated. True leadership was mild. Unit nurses had higher ALQ and subscale mean scores. Armed forces hospitals had the highest ALQ subscales, while governmental hospitals had the lowest. The ALQ mean scores favored military hospitals. Governmental hospitals have a negative safety climate. Unit nurses had a higher SCS mean than ward nurses. Military, governmental and private hospitals are rated the safest. Nurses benefited from higher SCS scores in military hospitals. Nurses' ALQ and safety climate perceptions were moderately positive., Research Limitations/implications: A larger, randomized and equal-sized sample is recommended in future studies to conclude different areas of work and hospitals. It is also recommended to report the confidence interval in further studies using different statistical methods, increasing confidence when interpreting statistical significance variables. Other mediating, moderating and predicting variables could be studied and compared across different areas of work and types of hospitals. Sample characteristics should be handled as confounding variables in the next planned study using various ways to control confounding variables such as randomization, restriction, matching, regression and statistical control. The authors plan to statistically control for the confounding variables by entering them into the regression model. Future studies could investigate safety culture; both safety culture and safety climate are formative and inclusive terms (Experts Insight, 2017)., Practical Implications: This paper fills in the gap in the literature and practice. Authentic leadership is associated with safety climate perceptions and varies across different areas of work and hospitals. Interventions are required to improve safety climate perceptions and promote authentic leadership in all settings and hospitals. Military hospitals ranked the highest in nurses' perceptions of authentic leadership and safety climate., Social Implications: The current study's favorable association between authentic leadership and safety climate measurement would apply to many high-risk institutions, including public and private hospitals. It becomes necessary to include the impacts of authentic leadership on the safe climate within the nursing curriculum and continuing education courses. This may be put into action by executing a hands-on activity, followed by information and reflection conversations that highlight the link between authentic leadership and safety climate measurement. According to the findings of this study, authentic leadership appears to be a basic block in making a difference in nurses' views of safety climate., Originality/value: Authentic leadership style is a relatively new concept in the health-care sector, and its link to safety climate security still needs empirical evidence. It is still unclear how leadership resulted in more effective outcomes (Maziero et al. , 2020). Few studies investigated both the concepts of authentic leadership and the nursing safety climate (Dirik and Intepeler, 2017; Lee et al. , 2019a; Woo and Han, 2018). Aside from the scarcity of studies, no study has compared "working area," "department" or "hospital type" concepts. Few comparative studies have been conducted using concepts of interest. For example, authentic leadership was linked to empowerment and burnout (Laschinger et al. , 2013) and nurses' satisfaction with safety climates (Vatani et al. , 2021). No research has examined authentic leadership in Jordan's nursing and health-care context. Few studies focused on the safety climate other than authentic leadership (Abualrub et al. , 2012) or the safety culture in Jordan rather than the safety climate (Khater et al. , 2015)., (© Emerald Publishing Limited.)

Background: "Organizational readiness for change" is critical to successfully managing change in healthcare organizations. Yet healthcare and nursing studies about this relatively new concept are few and lack clear criteria on what comprises "organizational readiness for change.", Purpose: This study assessed organizational (hospital) readiness for change, as perceived by registered nurses in two types of hospital in Jordan., Methods: Using a quantitative research design, the researcher collected data from a convenience sample of 153 nurses from one major government hospital and one major private hospital. The response rate was 64%., Results: The lowest means, indicating unreadiness for change, were reported for the following items: having developed plans for expanding ambulatory care or enhancing continuity of care, including nurses on all committees, and involving them in policy development and strategic planning efforts. The only difference between the types of hospitals in terms of readiness for change was the use of "collaboration and multidisciplinary work": the governmental hospital was more ready than the private hospital in this regard., Implications for Practice and Nurse Leaders: To prepare for change, nurse leaders should initiate interventions to enhance organizational readiness and facilitate the integration of change, such as continuing education courses for staff and focus on teamwork, open communication, total quality management, strategic planning, advanced nursing practice and participatory management, especially shared decision-making and policy development. Successful leaders support employees' creative ideas, focus on the timing of the change, and provide training on change management., (© 2019 Wiley Periodicals, Inc.)

Leadership' is a social process in which a member or members of a group influence the interpretation of events, choice of goals/outcomes, organization of work activities, motivation, abilities, power relations, and shared orientations. This study identifies leadership behaviours of Jordanian nursing leaders. A descriptive comparative design was used to collect data from four governmental and three private hospitals. Data were collected during April 2005. The total number of recruited nursing leaders was 140 with a 70% response rate. T-tests and chi-squares were performed to compare the phenomenon of interest. The mean reported leadership behaviours were slightly higher in private hospitals than those in governmental hospitals. However, more than half of the time, leaders in both types of hospitals used supportive leadership behaviours. There were significant differences between governmental and private hospitals in most demographics of the sample. Based on types of hospitals and gender, differences in leadership behaviours were advantageous for nursing leaders in private hospitals, while differences based on units and wards were advantageous for nursing leaders in governmental hospitals. In general, Jordanian nursing leaders used supportive leadership behaviours. Differences in leadership behaviours have implications for nursing practice, research, and education.

This study examined the perceptions of 62 senior nursing students of the readiness of Jordanian organizations for change, students' motivators and their conflict-handling intentions. Such concepts should be taught at Schools of Nursing in order to prepare the students as nurses in the near future. It is found that the course of "Nursing Leadership and Management" has positive influence on students' understanding of the studied concepts. This descriptive study was conducted in seven hospitals. Grossman and Valiga's (2000) [Grossman, S., Valiga, T.M., 2000. The New Leadership Challenge: Creating the Future of Nursing. F.A. Davis, Philadelphia, pp. 147-148.] instrument was used to measure the readiness of organizations for change. As they progress in the course, the students' perceptions about the organizational readiness to change increased; the students "somehow" perceived that the Jordanian organizations were ready to change. The students were asked what motivates and they were asked about their conflict-handling techniques. Senior nursing students reported that private hospitals were better than governmental hospitals in their readiness for change. In general, male students perceived the readiness of organizations for change more positively than female students. The students were mainly motivated by "achievement" and used "collaboration" as a primary conflict-handling technique. Further studies are needed to explore in-depth the concept of the readiness of organizations for change. Achievement is a strong motivator that should be encouraged among students. Conflict-handling techniques in general and collaboration in particular should be taught for nursing students as these techniques will influence their future professional lives.

Background. Current research has mainly concentrated on the psychological facets of authentic leadership and the sense of psychological security it cultivates. Aim. This research assessed the perceived academic team leaders' authentic leadership and team members' psychological safety. Methods. Using a quantitative cross‐sectional study, the study was conducted in 2022 using an online survey. A convenience snowball sample of 105 nursing faculty members was recruited from various Jordanian universities. Results. The nursing faculty highly praised their leaders' authentic leadership on a 5‐point scale. Yet, they felt a lack of psychological safety for themselves. While the academic nursing team leaders were commended for their readiness to hear others' suggestions before making choices, they should work on resisting group influence. These leaders must convey their feelings openly and truthfully. Concerning their own psychological safety, the nursing faculty felt their distinctive abilities and talents were recognized and utilized when collaborating with team members, which was the most highly rated feature. Conversely, the least‐rated aspects were holding mistakes against faculty members and having trouble requesting assistance from others. The nursing faculty's sense of security and comfort significantly impacts their psychological wellbeing. Interestingly, their level of psychological safety is found to have a significant but negative correlation with their marital status, providing a rich and new insight into psychological safety; married females with children are prone to more work burnout, which might lower their psychological safety. On the other hand, a positive and moderate correlation is observed between psychological safety and the size of the team they work with. Surprisingly, the team size is the only factor that predicts the psychological safety of nursing faculty members; this occurs by enhancing the team's creativity and learning behaviors. However, the model itself is not very effective and only accounts for a small portion (6.30%) of the variation in their psychological safety scores, suggesting other unmeasured factors likely play a more significant role in nursing faculty members' psychological safety, such as personality traits, stressors, and job satisfaction. Conclusion. The authentic leadership displayed by nursing team leaders does not directly impact the psychological safety of nursing faculty members. The study addresses a critical and contemporary issue within the nursing academic field, providing useful preliminary insights. However, its methodological limitations, including sample selection and the weak explanatory power of its model, suggest that further research is needed. The results highlight the urgent need for immediate interventions to improve the chaotic academic environment they are currently facing, such as enhancing workplace friendship and authentic communication and using entrepreneurial and nonauthoritative leadership styles. Future studies could benefit from diverse samples, longitudinal design, and deeper analysis of contributing factors to psychological safety. [ABSTRACT FROM AUTHOR]

Aim. The current study investigated the levels and predictors of leaders' humble leadership, participants' psychological safety, knowledge sharing in the team, and followers' creativity in nursing. Background. Humble leadership, psychological safety, knowledge sharing, and followers' creativity are non‐nursing research fields, and humble leadership has recently been examined in nursing. Methods. A cross‐sectional research design was employed via an online survey. A nonprobability convenience snowball sample of 245 nursing academics (n = 85, 34.70%), nurses (n = 140, 57.10%), and nursing leaders (n = 20, 8.20%) was recruited from three universities and three hospitals. Results. The participants rated "high" the leaders' humble leadership, knowledge sharing in the team, and followers' creativity in nursing. However, participants' psychological safety was precarious. The four variables' predictors were assessed based on the sample's characteristics. Leaders' humble leadership did not predict participants' psychological safety; the sole predictor of the variable was the organization's quality initiatives. The predictors of knowledge sharing in the team were leaders' humble leadership, age, level of education, and accreditation initiatives in the organizations. The predictors of followers' creativity were leaders' humble leadership, level of education, and quality initiatives in the organizations. The lowest means of the four variables should be immediately managed. Conclusion. Quality initiatives in organizations and the number of tenures were the most influential predictors of the four variables evaluated. Leaders' humble leadership predicted knowledge sharing in the team and followers' creativity, but not participants' psychological safety. As followers' psychological safety contributes to trustful relationships within the team, workplace boundaries and conducive work environments should be promoted. Training programs are required to develop humble nurses and leaders' leadership. [ABSTRACT FROM AUTHOR]

Background: Predicting nurse turnover is important to prevent expensive and avoidable staff loss. One factor that may influence nurse turnover is nurse managers' leadership styles. Three main leadership styles have been identified: transactional, in which leaders give contingent rewards; transformational, in which leaders inspire and motivate; and passive-avoidant, in which leaders are absent. Aim: To assess the effect of nurse managers' leadership styles on predicted nurse turnover in Jordanian hospitals. Method: A descriptive, cross-sectional, and correlational study design was used. The Multifactor Leadership Questionnaire (MLQ-5X) was used to assess nurses' perceptions of their nurse managers' leadership styles, while the Anticipated Turnover Scale was used to assess nurses' intention to leave the job. The questionnaires were distributed to 280 nurses in three public sector hospitals and one university-affiliated (teaching) hospital in the north of Jordan. Results: Responses were received from 250 nurses working in a variety of clinical areas, yielding a response rate of 89%. The respondents perceived that the transactional leadership style was the most common among their nurse managers, followed by the transformational style and passive-avoidant style. It was also identified that, on average, respondents had a slight intention to leave their jobs. The transformational leadership style was found to reduce predicted nurse turnover, while the passive-avoidant and transactional leadership styles had no significant effect on this. Conclusion: Understanding the effect of nurse managers' leadership styles on predicted nurse turnover may improve retention. Therefore, nurse managers should undertake training programmes on effective leadership to improve nurses' job satisfaction and reduce turnover. [ABSTRACT FROM AUTHOR]