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Aim Background Methods Results Conclusions Implications for nursing policy To identify the essential competencies required of nurse managers in healthcare services during the COVID‐19 pandemic.Nurse managers play a vital role in healthcare services organization, requiring a diverse set of competencies. The increasing occurrence of epidemics in recent decades underscores the importance of understanding these competencies in pivotal junctures. The challenges faced during the COVID‐19 pandemic present valuable opportunities to recognize the competencies of nurse managers and guide their responsiveness in addressing future health crises.A scoping review following the Joanna Briggs Institute and Preferred Reporting Items for Systematic Reviews and Meta‐Analyses extension for scoping reviews guidelines was conducted. A comprehensive search was conducted across six databases (LILACS, BDENF, EMBASE, MEDLINE, SCOPUS, and Web of Science). Results were categorized according to the nurse manager competencies model by the American Organization for Nursing Leadership and were analyzed using the competing values framework model.Out of 2033 potentially relevant sources identified, 17 studies met inclusion criteria. A total of 52 competencies were identified and categorized into four thematic categories: (1) the ability to collaborate in times of crisis; (2) maintaining control during a crisis; (3) adapting to changes caused by the crisis; and (4) preserving competitiveness through the crisis.The findings highlight communication, decision‐making, training, adaptability to change, and leadership as essential competencies required of nurse managers to address crises, such as pandemics.This body of knowledge can serve as a reference point to enhance the response of nurse managers in the face of future health crisis scenarios. Additionally, it can serve as a framework for healthcare organizations to develop or improve their crisis management training programs. [ABSTRACT FROM AUTHOR]

Aim: The Organizational Learning Instrument–Development Stages (OLI‐DS) measure hospital units' readiness to engage in organizational learning. This study aimed to translate and evaluate the psychometric properties of the Persian version of this instrument. Background: Organizational learning is crucial for nurses as it enables them to continuously develop their knowledge, skills, and abilities, enhancing the quality of patient care. However, validated instruments are needed to assess organizational learning in Persian‐speaking healthcare settings. Design: The research was carried out using a cross‐sectional design. Methods: This research study involved 319 clinical nurses selected using convenience sampling. The OLI‐DS tool, consisting of 35 items, underwent a forward–backward translation process to Persian before being utilized for a psychometric analysis. The face, content, and construct validity were used to evaluate the tool's effectiveness. The quality and accuracy of the measurements were determined by calculating internal consistency and stability reliability. The data were analyzed using SPSS and AMOS software. Results: The intended meaning and clarity of the original English version were preserved in the Persian rendition of the OLI‐DS instrument. The confirmatory factor analysis (CFA) further confirmed the consistency of the Persian version with the proposed four‐factor model, indicating a good fit. The overall instrument had excellent values for Cronbach's alpha coefficient (α = 0.931), McDonald's omega (ω = 0.921), coefficient H (H = 0.979), and mean interitem correlation (ρ = 0.278). The convergent and discriminant validity of the four latent factors was found to be good. The stability of the overall OLI‐DS instrument was ICC = 0.942 (95% CI, 0.902–0.955). Conclusion: The Persian version of the OLI‐DS has been validated to evaluate hospital units' readiness for organizational learning processes. It is a robust tool for assessing their preparedness to participate in and benefit from organizational learning initiatives. Implications for Nursing Management: The robust psychometric validation of the Persian version of the OLI‐DS instrument equips nursing administrators and leaders with a reliable tool. This tool can assess and monitor organizational learning and development in healthcare settings, empowering them to make informed decisions in critical nursing management activities. [ABSTRACT FROM AUTHOR]

Background: Ethical competency is important to head nurses' transformational leadership, however, few researches have explored their correlation, Additionally, most studies used variable-oriented approach to examine ethical competence, without considering it as a multidimensional concept. This study aimed to identify the latent profiles of head nurses' ethical competence and examine differences in transformational leadership across latent profiles. Methods: Convenience sampling was used to recruit 329 head nurses from four tertiary hospitals in Changsha, Hunan province, China. This study collected data by using social-demographic survey, Ethical Competence Questionnaire, and Head Nurse's Transformational Leadership Self-rating Scale between July and August 2023. Latent profile analysis (LPA) was employed to identify latent profiles of ethical competency. One-way ANOVA test and the Kruskal–Wallis test were used to compare the transformational leadership scores across latent profiles of ethical competency. Results: The mean scores of ethical competence and transformational leadership were 4.045 ± 0.394 and 4.555 ± 0.419, respectively. This study identified three latent profiles of head nurses' ethical competence, and those profiles labelled "low ethical competence" (n = 60, 18.2%), "moderate ethical competence" (n = 217, 66.0%) and "high ethical competence" (n = 52, 15.8%). The average score of transformational leadership was also statistically different (F = 26.446, p = 0.000) across the three profiles. Conclusion: Our findings underscore the importance of tailoring interventions to address the varying profiles of ethical competence among head nurses. Enhancing ethical competence can strengthen transformational leadership, ultimately leading to improved patient outcomes and overall healthcare quality. [ABSTRACT FROM AUTHOR]

Background: Quality assurance in hospitals is essential for ensuring patient safety, quality of care and efficiency. The nursing profession is a key contributor to healthcare quality, yet, a comprehensive overview and comparison of the role and scope of nursing as part of accreditation and certification schemes has been lacking. The aim was to identify if and to what extent international accreditation or certification schemes focus on nursing, and to compare their conceptual models and outcome indicators. Methods: A scoping review was conducted. A search strategy was developed together with a librarian and carried out in January 2024 in Medline, CINAHL, Web of Science Core Collection, Cochrane Reviews and Google Scholar. Additionally, authoritative websites of accreditation/certification holders were searched. Inclusion criteria were studies on international accreditation or certification schemes for hospital settings with relevance to nursing published in English or German. Screening and data analysis adhered to the Joanna Briggs Institute's methodology, with reporting following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews guideline (PRISMA-ScR). Results: The search identified 17.315 records. After removing duplicates and screening of titles/abstracts, 336 full-texts remained. A total of 124 studies were included, identifying seven international accreditation/certification schemes: European Foundation for Quality Management, Evaluation and Quality Improvement Program, International Organization for Standardization 9001, Joint Commission International®, Magnet Recognition Program®, Pathway to Excellence® Program, Qmentum®. The different schemes ranged from nursing-specific to having no specific focus on, but relevance for, nursing and varied in their topics, focus on structure, process and outcome quality and structure and content of requirements. Additionally, outcome indicators varied, with differences in the extent to which indicators were nurse-sensitive, compulsoriness of data collection, and use of external benchmarking. Conclusions: The seven international schemes show large conceptual variations as to their focus on nursing and differences in the degree of nurse-specific outcome indicators. Hospital and nursing managers, policymakers, patients and the public need to understand the content and outcome dimensions of the schemes when making decisions or assessing hospital quality data. [ABSTRACT FROM AUTHOR]

ABSTRACT Aim Design Methods Results Conclusions Implications for the Profession Impact Reporting Method Patient or Public Contributions To elucidate strategies for improving organisational adaptation during public health emergencies from the perspectives of nurse managers.This study utilised a qualitative approach, incorporating complex adaptive system theory within a phenomenological tradition.Semi‐structured interviews were conducted from May 2022 to June 2022. Participants included core members of the Shanghai Public Health Emergency Teams‐Nursing from 12 tertiary hospitals in Shanghai, all of whom had substantial experience as nurse leaders impacting health systems. Data obtained were coded and analysed using interpretative phenomenological analysis.Seventeen frontline nurse managers participated, leading to the emergence of three key themes related to complex organisational adaptation: seeking institutional support for environmental adaptation, building intrateam support for structural adaptation and activating individual support for behavioural adaptation. A conceptual framework of organisational adaptation was proposed, displaying the interconnections among these themes.The study provides valuable insights into managing nursing teams involved in public health emergency preparedness and response as an adaptive system. Identified managerial strategies offer guidance to ensure effective organisational assembly and optimal utilisation of the nursing workforce within the healthcare system.Recognising the crucial role of nurses in managerial positions, who leverage leadership, adaptability and decision‐making skills to coordinate frontline teams, is vital for effective public health emergency response. Their involvement in administrative roles underscores the importance of nursing perspectives in strategic planning, organisational adaptation and enhancing health system resilience during crises.The organisational adaptation strategies effectively adopted by nurse managers provide a reference for international scholars seeking to enhance the function and performance of nursing staff in healthcare system during public health emergencies.Consolidated Criteria for Reporting Qualitative Research (COREQ) checklist.No Patient or Public Contributions. [ABSTRACT FROM AUTHOR]

Aim: To determine nurses' perception of horizontal violence and its relationship with intention to leave among Jordanian nurses. Background: Horizontal violence is detrimental to healthcare organizations. Healthcare employees who are victims of horizontal violence may become unable to perform well, living with severe stress. Few studies in the world and no study in Jordan has examined the influence of horizontal violence on intent to stay among nurses. Method: A descriptive, cross-sectional, correlational study design was used in this study. Result: 520 registered nurses were recruited, and 436 surveys were returned, resulting in an 83% response rate. The findings showed that, horizontal violence is moderate among nurses in Jordan. The mean score for nurse's intent to leave work indicated a solid willingness to leave the job. The correlation analysis revealed that there was a significant relationship between horizontal violence and intent to leave. Female nurses reported significantly higher scores than males; also, there is a significant difference in responses in horizontal violence based on educational level. Conclusion: In this study, it was found that horizontal violence in Jordanian organizations is moderate, and it has a significant relationship with nurses' intention to leave. Implication for nursing management: Nursing managers have a vital role in ensuring and enforcing the 'zero violence' policy in their department, which means that no reported incident of horizontal violence will be ignored. Each identified case of horizontal violence will be investigated and addressed appropriately. [ABSTRACT FROM AUTHOR]

Purpose: Nursing is a representative profession with a high prevalence of presenteeism, which is usually associated with negative outcomes. Therefore, it is important to explore the antecedent factors of nurse presenteeism behavior. This study aims to explore the impact and mechanism of head nurses' cognitive preference toward presenteeism on subordinate nurses' presenteeism (SNP), and the mediation effects of subordinate nurses' perception of head nurses' cognitive preference. Patient and Methods: A cross‐sectional study was conducted from July to August 2022. A total of 256 head nurses and 1424 subordinate nurses were recruited from six hospitals located in Zhengzhou, Henan Province, China. The Nurse Presenteeism Questionnaire (NPQ) and Cognitive Preference Questionnaire were used to assess head nurses' cognitive preference toward presenteeism, SNP, and subordinate nurses' perception of head nurse's cognition of presenteeism. We conducted description, multilevel correlation, and multilevel structural equation models for the data analysis. Results: In the past 6 months, 93.4% of nurses experienced presenteeism. Within and between the team, head nurses' cognitive preference toward presenteeism is positively associated with SNP. The mediation effect of nurses' perception of head nurses' cognitive preference was also significant. Conclusion: Head nurses' cognitive preferences are essential predictors of subordinates' presenteeism. In this process, subordinates' subjective initiative plays a crucial role. Implications for Nursing Management: Hospital managers should focus on head nurses' values to formulate multiple interventions of presenteeism and strengthen communication between leaders and subordinates to promote transforming negative outcomes into positive outcomes. [ABSTRACT FROM AUTHOR]

Background: This study aims to analyze the relationship between psychological resilience, perceived organizational support, and intention to stay among nurses. Additionally, it explores the mediating role of perceived organizational support in the relationship between psychological resilience and nurses' intention to stay. Methods: A cross-sectional survey was conducted between August and September 2023, involving 1,402 nurses from five Grade 3A hospitals in Guangdong. The survey utilized several instruments, including the General Information Questionnaire (GIQ), the Chinese version of the Connor-Davidson Resilience Scale (CD-RISC), the Chinese version of the Perceived Organizational Support Scale (POSS), and the Chinese version of the Intention to Stay Scale (ITSS). The obtained data were analyzed using descriptive statistics and Pearson's correlation coefficient, while the mediating effect of perceived organizational support was assessed using the PROCESS macro mediation model in SPSS. Results: The overall mean score for psychological resilience among nurses in the five Grade 3A hospitals in Guangdong was 60.54 ± 19.17, the overall mean score for perceived organizational support was 45.77 ± 11.49, and the mean score for intention to stay was 20.82 ± 4.65. The results of the statistical analysis revealed positive correlations between psychological resilience and intention to stay (r = 0.388, p < 0.01), between perceived organizational support and psychological resilience (r = 0.570, p < 0.01), and between perceived organizational support and intention to stay (r = 0.550, p < 0.01). Additionally, perceived organizational support was found to mediate the relationship between psychological resilience and intention to stay, with a mediation effect value of 0.067, accounting for 71.28% of the total effect. Conclusion: Psychological resilience of nursing staff directly impacts their intention to stay and indirectly influences their caring behaviors, with perceived organizational support serving as a key mediator in both relationships. Therefore, nursing managers should implement targeted interventions to enhance nurses' psychological resilience and perceived organizational support. Strengthening these factors can significantly increase nurses' intention to stay in their jobs, improve the quality of care, and contribute to building a strong and stable nursing workforce. [ABSTRACT FROM AUTHOR]

Background: Having more registered nurses (RNs) leave their workplace, with a shortage of RNs in healthcare as a consequence, might pose a risk to patient safety. According to the Job Demands Resource model, social support is a resource that can enhance work motivation, and if RNs are motivated at work, their willingness to remain in the workplace may increase. Objective: The aims were to explore (1) differences in RNs' experiences of social support from their immediate manager and co‐workers between different healthcare settings, (2) associations between RNs' experiences of social support and aspects of work motivation, and (3) if these associations differed in strength between healthcare settings. Design: A cross‐sectional study design. Methods: A stratified population of Swedish RNs, n = 2290, working in either hospitals, primary care, or home healthcare, responded to a survey in 2022. Chi‐squared tests and linear and logistic regression analyses were used to analyze the data. Interaction was measured by adding an interaction term to the fully adjusted regression models. The findings' generalizability was strengthened by including calibrating weights in all analyses. Results: RNs in primary care reported higher social support from their immediate manager than RNs in hospitals and home healthcare. RNs in home healthcare reported lower social support from co‐workers than RNs in hospitals and primary care. There were statistically significant associations between higher levels of social support from the immediate manager and co‐workers, respectively, and higher ratings in all aspects of work motivation: work engagement (manager: beta coefficient [b] = 0.08, confidence interval [CI] 95% = 0.05; 0.10; co‐workers: b = 0.12, CI 95% = 0.08; 0.16), job satisfaction (manager: b = 0.24, CI 95% = 0.21; 0.27; co‐workers: b = 0.22, CI 95% = 0.16; 0.28), opportunities to provide high‐quality care (manager: b = 0.15, CI 95% = 0.11; 0.18; co‐workers: b = 0.19, CI 95% = 0.13; 0.24), satisfaction with the employer (manager: b = 0.46, CI 95% = 0.42; 0.50; co‐workers: not statistically significant) and intention to remain at the workplace (manager: odds ratio = 1.89, CI 95% = 1.69; 2.13; co‐workers: odds ratio = 1.42, CI 95% = 1.17; 1.72). The associations differed in strength between hospitals, primary care, and home healthcare. Conclusions: Strengthening social support from the immediate manager and co‐workers appears to be a way to increase RNs' work motivation, including their intention to remain at the workplace. This may be important, particularly in primary care and home healthcare. Clinical Relevance: To strengthen RNs' work motivation and willingness to stay in the workplace, it appears important for healthcare organizations to provide RN social support. [ABSTRACT FROM AUTHOR]

Background: Moral sensitivity may play a role in dealing with ethical issues in ICUs. However, the moral sensitivity of adult ICU nurses in China and its predictors have not been well investigated. Aim: To analyse the moral sensitivity of intensive care unit (ICU) nurses and its predictors. Study Design: A cross‐sectional study through convenience sampling was conducted in the ICUs of five hospitals in China between November and December 2022. A total of 331 ICU nurses were recruited. Data were obtained using a self‐developed socio‐demographic characteristic questionnaire, the Moral Sensitivity Questionnaire, the Jefferson Scale of Empathy‐Health Professionals and the Organizational Climate Scale for Nursing. The participating institutions received a link to the tools used for online data collection, which they then forwarded to nursing staff. Results: The valid response rate was 96.98% (n = 321). The total mean moral sensitivity score of nurses was 43.04 ± 5.95. The mean scores for empathic ability and organizational climate for nursing were 91.97 ± 17.88 and 101.28 ± 14.77, respectively. Regression analyses revealed that the primary factors associated with moral sensitivity among critical care nurses included work tenure (p <.05), empathic ability (p <.001) and organizational climate (p <.001). Conclusions: High levels of moral sensitivity were found in critical care nurses in China. Work tenure, empathic ability and organizational climate were significant predictors of moral sensitivity in critical care nurses. Relevance to Clinical Practice: To enhance the ethical sensitivity of ICU nurses, we suggest to strengthen the training of novice nurses so that they can better face the moral dilemma in clinical practice. In addition, organizational managers should also take measures to create a positive and harmonious working atmosphere, promote the application of moral knowledge in nursing practice and enhance their moral sensitivity. [ABSTRACT FROM AUTHOR]

This survey, which was distributed to nursing schools across the US, explores nursing students' perceptions of interactions with nurses during clinical experiences. This article discusses the findings, which support the importance of fostering more positive relationships among clinical nurses and nursing students, provide important implications for nurses and nurse leaders, and guide future research. [ABSTRACT FROM AUTHOR]

Background: Managerial ethical principles and behaviours guide the roles, duties, responsibilities, behaviours, and relationships of nurse managers in healthcare institutions. Research objectives: The aim of this study was to establish the managerial ethical principles and behaviours for nurse managers. Research question: What are the managerial ethical principles and behaviours for nurse managers? Research design: The Delphi method, one of the qualitative research methods, was used in this study. The Delphi process consisted of two rounds. Data were collected by e-Delphi technique. Participations: 42 experts were included in the first Delphi round and 39 in the second Delphi round. These experts consisted of nurse managers, academicians studying in the field of ethics and nursing management. Ethical considerations: Participation in the study was voluntary and informed consent of the experts was obtained before the study. Approval was obtained from the ethics committee of the university at which the researcher worked (Approval date: 24.07.2020, Decision No: 2020/12-16). Findings: At the end of the Delphi rounds, eight managerial ethical principles and 29 ethical behaviours of these principles were identified. The distribution of these behaviours and principles were: justice (six behaviours), equality (two behaviours), honesty (two behaviours), fairness (two behaviours), responsibility (eight behaviours), confidentiality (two behaviours), clarity (two behaviours), and humanity (five behaviours). Conclusion: These managerial ethical principles and behaviours are intended to guide nurse managers when providing nursing services but should be updated accordingly in line with changing conditions and developments. [ABSTRACT FROM AUTHOR]

In today's world, terrorist attacks pose a constant threat, whether through bombings like those in Sarafovo 2012, Ankara 2015, Madrid 2005, mass shootings as seen in Moscow 2024 and the USA, or vehiclerelated incidents like Barcelona and Cambrils 2016. Terrorists aim to inflict maximum harm, making prompt and effective response from medical teams crucial in stabilizing and reducing disability among casualties. Beyond medical expertise, strong organization and cohesion among emergency teams are imperative to prevent chaos when handling multiple casualties. This article delves into the preparedness and awareness of medical professionals in the Burgas region for managing mass disasters, accidents, and terrorist acts. A survey of 157 doctors and nurses across three medical institutions revealed that 70.70% work in surgical departments and 29.29% in therapeutic departments. Alarmingly, 66.24% of respondents lacked awareness of specific action plans for their professional duties and their roles in a mass casualty situation, leading to potential organizational crises and delays in life-saving interventions. However, there's a positive outlook as 78.98% of medics expressed willingness to take initiative and 85.98% were ready to provide medical care regardless of their working hours. Analysis of these findings underscores the need for comprehensive action plans at all administrative levels, including ward managers, head nurses, doctors, nurses, and orderlies. Additional training and documentation of duties and competencies will ensure efficient organization during emergencies. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to describe how first-line managers (FLMs) in home care (HC) reason about the opportunities and obstacles to lead the work according to the individual's needs and goals. Design/methodology/approach: In this participatory appreciative action reflection project, eight managers within one Swedish municipality were interviewed. The data were analysed using a thematic analysis. Findings: The results showed a polarization between two different systems that FLMs struggle to balance when attempting to lead HC that adapts to the needs and goals of individuals. One system was represented by the possibilities of a humane system, with human capital in the form of the individual, older persons and the co-workers in HC. The second system was represented by obstacles in the form of the economic needs of the organization in which the individual receiving HC often felt forgotten. In this system, the organization's needs and goals governed, with FLMs needing to adapt to the cost-effectiveness principle and keep a balanced budget. The managers had to balance an ethical conflict of values between the human value and needs-solidarity principles, with that of the cost-effectiveness principle. Originality/value: The FLMs lack the opportunity to lead HC according to the needs and goals of the individuals receiving HC. There is a need for consensus and a value-based leadership model based on ethical principles such as the principles of human value and needs-solidarity to lead the HC according to the individual's needs and goals. [ABSTRACT FROM AUTHOR]

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This study aimed to determine the relationship between nurses' personality profiles, perception of conscience, and their tendency to medical error. This cross-sectional study was conducted with 241 nurses between 05.03.2023 and 10.04.2023 in two private hospitals in Türkiye. There was a negative correlation between neuroticism and tendency to medical error (r = −0.348; p < 0.05) and a positive correlation between agreeableness, extroversion, conscientiousness, and openness and tendency to medical error (r = 0.157; r = 0.248; r = 0.276; r = 0.241; p < 0.05, respectively). A positive correlation (r = 0.172; p < 0.05) was revealed between the authority subscale of the Perception of Conscience Questionnaire and hospital infection subdimension. According to the regression analysis conducted to determine the predictive levels of conscience and personality traits, it was found that conscientiousness, neuroticism, and authority explained 17.4% of the tendency to medical error. Accordingly, it was revealed that the neuroticism personality trait (β = −0.260, p < 0.05) increased the tendency to medical error, whereas the conscientiousness personality trait (β = 0.165, p < 0.05) and the authority subscale (β = 0.164, p < 0.05) decreased the tendency to medical error. In this regard, managers should determine the work and responsibility areas of nurses by making personality and perception of conscience evaluations to reduce the tendency to medical error. [ABSTRACT FROM AUTHOR]

Understanding nurses' perception of service climate in a resource-constrained environment undergoing continuous change is important as patients seek patient-centered health services. Unfortunately, organizational change approaches influencing service climate have yet to be explored. The study's objectives included: (1) assessing nurses' perceptions of service climate (orientation, feedback, and managerial practices) and their strategic change mindsets (Theories E, O, and EO) in a post-restructuring environment; and (2) determining the best model of fit, based on organizational dimensions of change and strategic change mindsets, for service climate. A cross-sectional survey collected responses from nurse members of a professional association. Linear regression analysis was used to obtain the service climate models. The findings revealed nurses' perception of service climate was positive, except for managerial practices. The predominant mindset was Theory EO (balance between Theory E – economic value and Theory O – organizational capabilities). Capacity to change and learn, managerial practices and behaviour, and position level positively predicted service climate; the best model of fit was for nurses who adopted a Theory EO mindset. In conclusion, to enhance nurses' perception of service climate, leaders/managers need to provide recognition and rewards for high-quality service and use a Theory EO approach (balance financial performance with internal capabilities). [ABSTRACT FROM AUTHOR]

Background: Nurse managers need to possess specific knowledge, skills, and attitudes to fulfil their roles and responsibilities and exemplify that they are competent to do their jobs. However, there is a paucity of data on the performance-based training needs of middle-level nurse managers in Jordan. Aim: To identify the performance-based training needs of middle-level nursing managers working in Jordanian governmental hospitals and to evaluate the differences in perceived performance-based training needs based on their socio-demographic and professional characteristics. Methods: A descriptive cross-sectional design was utilized. The study recruited 132 nurses from three governmental hospitals in Jordan using convenience sampling. An online survey included the Hennessy-Hicks Training Needs Questionnaire was used for data collection. Ethical approvals were obtained to conduct the study. Data were analysed using descriptive and inferential statistics using SPSS version 28. Results: 'Designing a research study' item had the highest perceived need for training (M = 2.5, SD ± 2.5), while 'establishing a relationship with patients' item had the lowest (M = 0.4, SD ± 1.2). Nurses with more experience (F = 2.9, df = 131, P < 0.05), and nurses who worked in specialized units (F = 2.3, df = 131, P < 0.05) had significantly lower training needs than nurses with lesser years of experience, and nurses who worked in outpatient departments. In addition, age, gender, prior training in nursing management, and years of experience as middle-level nurse managers significantly predicted the levels of training needed (R2 = 0.23, P < 0.001). Conclusion: The findings reflected the need for training on several managerial competencies. Future research can help identify other personal and organizational factors affecting performance-based training needs. [ABSTRACT FROM AUTHOR]

Objective: To assess the effects of the nurse–manager dualistic intervention (NMDI) program on work engagement and job crafting of ICU burnout nurses. Background: Work engagement is crucial for nurses' job performance and quality of clinical care. Personal and work resources are important antecedents of work engagement. However, few intervention studies focused on improving nurses' personal and work resources to promote work engagement and job crafting of burnout nurses. Methods: This was a quasi‐experimental study. One hundred and two ICU nurses from two tertiary hospitals in Shandong Province were recruited. Forty‐two ICU nurses from one hospital were set as the intervention group and underwent NMDI. Sixty ICU nurses from the other hospital constituted the control group, which received routine occupational health guidance from the hospital. Demographic characteristics, burnout, work engagement, and job crafting were collected at baseline (T0), postintervention (T1), and 3‐month postintervention (T2). Results: Compared to baseline, both work engagement and job crafting scores increased in the intervention group at postintervention (T1). At postintervention (T1), work engagement and job crafting were significantly higher in the intervention group than in the control group (βworkengagement = 3.894, p = 0.016 and βjobcrafting = 6.104, p = 0.010), but the difference between the two groups was not significant at the 3‐month follow‐up (βworkengagement = 3.618, p = 0.066 and βjobcrafting = 3.554, p = 0.15). Conclusion: The NMDI program can significantly improve ICU burnout nurses' work engagement and job crafting. Nevertheless, the sustainability of these effects over time has been found to be limited, indicating that future research needs to explore and implement strategies to bolster the long‐term efficacy of this intervention. Implications for Nursing Management: Nurse managers are suggested to integrate the NMDI program into routine nursing management. Managers ought to prioritize appreciative and constructive dialog between themselves and nurses in order to support nurses in inquiring personal and work resources and encourage nurses to develop work plans to utilize resources. This will help to increase nurses' engagement and job crafting. Trial Registration: ClinicalTrials.gov identifier: ChiCTR2100047974 [ABSTRACT FROM AUTHOR]

ABSTRACT Background Methods Results Discussion China's maternity policy has led to an increase in work pressure, which has prompted horizontal violence among obstetric nurses. To understand this phenomenon better, we attempted to identify the factors that influence horizontal violence as well as the level of psychological empowerment among obstetric nurses.This cross‐sectional survey was conducted among 522 obstetric nurses from December 2022 to February 2023.The findings revealed that 40.42% (211) of the obstetric nurses had experienced horizontal violence in the past 3 months. The overall level of psychological empowerment of obstetric nurses was relatively low. Regression analysis indicated that being a formal worker, being from the area where one serves, the meaning attributed to work, and perceptions of autonomy, self‐efficacy, and work impact acted as protective factors against the risk of horizontal violence among obstetric nurses. When compared with the 20–29‐year‐old age group, those in the 30–39‐year‐old age group showed a lower risk of experiencing horizontal violence (odds ratio [OR] = 0.369, p < 0.01). Compared with nurses who had worked in obstetrics for < 3 years, those who had worked for 3–5, 6–10, 11–20, and > 20 years showed lower risks of experiencing horizontal violence than the reference level (OR = 0.234, p < 0.05; OR = 0.182, p < 0.05; OR = 0.105, p < 0.05; and OR = 0.056, p < 0.05, respectively).The incidence of horizontal violence among obstetric nurses is high, and the overall level of psychological empowerment is low. Nursing managers can alleviate the occurrence of horizontal violence by augmenting the psychological empowerment level of obstetric nurses. [ABSTRACT FROM AUTHOR]

Aim: This study was designed to examine the nurse managers' boundary-spacing leadership's impact on the relationship between nurses' work embeddedness and innovative work behaviors. Background: In today's evolving healthcare environment, innovation is essential for enhancing patient care, optimizing resources, and supporting healthcare professionals. Nurses are pivotal in driving bedside innovation, but cultivating a culture of innovation within nursing teams involves more than just promoting creative ideas. Methods: This is a descriptive correlational study that was conducted at one governmental hospital in Tanta, Egypt. Using Nurse Managers Boundary-Spacing Scale for assessing boundary-spacing leadership, The Global Job Embeddedness Scale for measuring work embeddedness, and Innovative Work Behavior Scale for assessing innovative work behavior, 250 nurses were surveyed. Data analysis was run using descriptive and inferential analysis. Correlation and regression analysis were used to examine the study hypotheses. Results: There is a statistically significant positive relationship between boundary-spacing leadership and work embeddedness (r = 0.615, p < 0.001). Boundary-spacing leadership accounted for 56% of the variance in work embeddedness and 36% of the variance in nurses' innovative work performance. These results highlight the pivotal role of boundary-spacing leadership in both enhancing nurses' work embeddedness and boosting their innovative behaviors. The substantial variance explained by boundary-spacing leadership underscores its critical influence on fostering a supportive and innovative work environment within the nursing field. Conclusion: Boundary spacing leadership style involves connecting internal and external resources, fostering information exchange, and advocating for the nursing team. While work embeddedness positively correlated with innovative work performance, its impact was less significant than boundary-spacing leadership. This suggests that feeling attached to the organization fosters innovation, but leadership style has a stronger influence. Furthermore, the study found a positive and significant correlation between innovative work performance and both work embeddedness and nurse managers' boundary spacing leadership. Practical Implications: The findings emphasize that boundary-spacing leadership is crucial for enhancing both nurses' work embeddedness and innovative behaviors. Healthcare organizations should focus on developing these leadership skills to create a supportive work environment, foster innovation, and improve staff retention [ABSTRACT FROM AUTHOR]

Introduction: Preparedness, focused on planning, training, and research, is one of the primary stages of the disaster management cycle. Accordingly, this study was conducted to determine the level of awareness in nursing managers and the preparedness of hospitals for disasters in the hospitals of Sanandaj, the capital of Kurdistan Province. Methods: This cross-sectional study was conducted in 2023, with a total of 167 Nursing Managers in Sanandaj selected as the research sample using a census approach. Data were collected using a demographic information form, WHO Hospital Emergency Response Checklist, and managers' emergency awareness questionnaire. Data were analyzed using Chi-square tests, Fisher's exact test, independent t-tests, analysis of variance (ANOVA), and Pearson correlation. Data analysis was performed using SPSS v26 (P < 0.05). Findings: The results indicated that the overall mean score of managers' awareness was 77.89%, categorized as good. The assessment of hospital preparedness showed that the overall emergency preparedness level of hospitals in Sanandaj was 69.23%, considered strong. Among the dimensions of hospital preparedness, the highest score was in the command-and-control dimension at 83.33%, while the lowest was in the human resources dimension at 56.66%. Conclusion: The findings indicated a high level of awareness among nursing managers and a strong level of hospital preparedness in Sanandaj. However, improving and enhancing specific dimensions may require targeted educational and organizational approaches. [ABSTRACT FROM AUTHOR]

Objectives: To describe the essential competencies required for patient engagement in their own safety. Method: We adopted a phenomenological approach in qualitative research to conduct semi-structured interviews with nurses (n = 14) and adult patients (n = 13) from different departments. By deeply exploring their experiences and feelings about patient engagement in patient safety, we sought to understand their views on the qualities that patients need to possess in order to participate in their own safety. Results: From the interviews, we identified six major themes, including competence of information sharing, competence of taking patient engagement as responsibility and right, competence of making equal communication, competence of maintaining trust relationship with health personnels, competence of accepting non-punitive safety culture, need of resource support, five of them showed essential competences for patients and one of them showed patients' need for promoting their engagement. Conclusion: The findings of this study show necessary competence and needs in patient engagement process of patient, offer a foundational reference for constructing a measurement tool for patient engagement in patient safety competence in the future, so that medical staff and patients can provide reference for the future targeted construction of patient competence improvement programs. At the same time, improving patient competence and engagement to better achieve safety goals requires the joint efforts of patients, medical staff, medical institutions, the government, and society. [ABSTRACT FROM AUTHOR]

Aim Background Methods Results Conclusion Implications for nursing and policy This study aimed to explore 1) factors that influenced the evidence‐based practice competencies and behaviors of clinical nurses and 2) the interaction between the organizational evidence‐based practice culture, head nurses' implementation leadership, and nurses' evidence‐based practice competencies and behaviors.The significance of organizational evidence‐based practice culture and head nurses' implementation leadership in enhancing nurses' evidence‐based practice competencies and behavior is widely recognized in healthcare settings. However, there is limited knowledge of how these factors influence nurses' evidence‐based practice competencies and behavior.A cross‐sectional survey was conducted at 10 hospitals in China. Data were collected via online questionnaires from October to December 2020, utilizing social characteristic questionnaires, the Evidence‐Based Practice Questionnaire, the Organizational Culture and Readiness Scale for System‐wide Implementation of Evidence‐Based Practice, and the Implementation Leadership Scale. All data were imported into the IBM Statistical Program for the Social Sciences (SPSS) 27.0 and PROCESS version 4.1 macro on SPSS for statistical analysis. The design and reporting of our study adhered to the Strengthening the Reporting of Observational Studies in Epidemiology (STROBE) Checklist.We received 1047 (99.15%) valid questionnaires. The multiple linear regression analysis showed that significant factors were organizational evidence‐based practice culture, implementation leadership, and years of experience in nursing. After controlling for the impact of the covariate (years of experience in nursing), it was found that organizational evidence‐based practice culture partially mediated the relationship between head nurses' implementation leadership and nurses' evidence‐based practice competencies and behaviors. Additionally, head nurses' implementation leadership partially mediated the relationship between organizational evidence‐based practice culture and nurses' evidence‐based practice competencies and behaviors.Organizational evidence‐based practice culture, head nurses' implementation leadership, and years of experience in nursing significantly predict nurses' evidence‐based practice competencies and behaviors. Organizational evidence‐based practice culture and head nurses' implementation leadership mutually mediated their influence on nurses' implementation of evidence‐based practice.Head nurses should proactively seek opportunities to enhance their implementation leadership, such as participating in training programs (e.g., mentoring and coaching programs) and attending conferences, workshops, or seminars on implementation leadership. Policymakers should also consider providing more policy support for implementing leadership development and cultivating a positive evidence‐based practice culture. [ABSTRACT FROM AUTHOR]

Background: Leadership in nursing is crucial for delivering high-quality healthcare and ensuring positive outcomes for patients, staff, and institutions. Many nurses in leadership positions lack formal training, which can compromise their effectiveness. This study aims to evaluate the effect of a leadership development program utilizing 360-degree feedback on head nurses' leadership practices. Methods: A true-experimental design was employed in three healthcare institutions. The study involved 80 head nurses (40 intervention, 40 control), 240 staff nurses, and 29 supervisors. The intervention group participated in a six-week leadership development program using 360-degree feedback. Data were collected pre- and post-intervention using the Leadership Development and 360-Degree Feedback Knowledge Questionnaire and the Leadership Practices Inventory (LPI). Results: The intervention group showed significant improvements in leadership knowledge and practices across all dimensions. Knowledge scores increased from 25.1 ± 8.8 to 93.0 ± 5.1 post-intervention, maintaining at 83.2 ± 7.1 at follow-up. Self-assessed leadership scores improved from 88.1 ± 6.0 to 97.5 ± 2.7, and 98.5 ± 2.0 at follow-up. Supervisor and staff assessments also showed substantial increases. Multiple linear regression analyses confirmed the strong positive impact of the intervention on leadership outcomes. Conclusion: The leadership development program using 360-degree feedback significantly enhanced head nurses' leadership knowledge and practices. The results suggest that such programs can improve leadership capabilities in healthcare settings, leading to better patient care and organizational performance. Future research should address group homogeneity and explore long-term impacts on patient outcomes. [ABSTRACT FROM AUTHOR]

Aims Background Methods Results Discussion Conclusion Implications for nursing and nursing policy To investigate the effect of ward operational efficiency on nursing workload and identify the factors that influence nursing workload.It remains unclear how and to what extent ward operational efficiency can influence nursing workload.A prospective observational study was conducted from July 1, 2022 to June 30, 2023, in one tertiary general hospital in China. Purposive and convenience sampling was used, and 266 470 patients from 66 wards and 52 nurses from 13 wards were recruited. The relationships between operational efficiency and nursing workload and the predictors of nursing workload were analyzed. The STROBE guidelines were followed.The operational characteristics vary by the type of wards. Nursing workloads were positively correlated with case mix index (CMI), rate of level 4 surgery, the number of patients transferred in and out, the number of deaths, total bed days, and the number of emergency admissions and critical illnesses (γs: 0.35–0.56, p < 0.05). And the CMI, rate of level 4 surgery, average bed occupancy rate, number of critically ill patients, and total bed days were the predictors of nursing workload (R2 = 57.3%, p < 0.05).This study is the first to discuss the relationship between operational efficiency and nursing workload on the ward level and offers valuable insights into the nursing workload.The operational efficiency of wards affects the nursing workload and needs to be considered both in the measurement of nursing activities and in the sizing of the nursing staff.The study findings provide a full understanding of the relationship between ward operation and nurse staffing, which is helpful for nursing managers to formulate scientific nurse staffing policies. [ABSTRACT FROM AUTHOR]

ABSTRACT Aim Design Methods Results Conclusions Implications for the Profession and/or Patient Care Impact Reporting Method Patient or Public Contribution To explore and compare the self‐perceived competence level of new graduate nurses with the expected competence level that nurse managers believe new graduate nurses should have in general.Two cross‐sectional empirical studies.Two independent cross‐sectional studies were carried out in 12 tertiary hospitals in September 2020 and November 2021, respectively. Participants were 1017 new graduate nurses with less than 2 years of work experience and 306 nurse managers who completed an online survey.The score of self‐perceived nursing competence of new graduate nurses was 74.77 ± 14.35, and the expectation of nurse managers was 74.21 ± 15.04. The values of 18 items were significantly different between the two of them (p < 0.05), and there were only three items showed higher expectations of nurse managers than the self‐rated values of new graduate nurses. Results of latent profile analysis revealed that this cohort of new graduate nurses could be divided into three subgroups, named risky competent (11.1%), medium competent (46.0%) and advanced competent (42.9%). When comparing, the nurse managers' expected competence level was between the value of ‘medium competent’ group and ‘advanced competent’ group.Our study adopted a dual perspective comparison of nurse managers and new graduate nurses, which broke through the limitations of the previous single perspective study of new graduate nurses' nursing competence.This study highlights the importance of the consistency in new graduate nurses' nursing competence from the perspectives of new graduate nurses and nurse managers.This study showed a generally good match of actual nursing competence level of new graduate nurses and the expected level from nurse managers. While there was significant individual heterogeneity in the competence score of new graduate nurses, three subgroups were identified through the individual‐centred analysis of latent profile analysis. Therefore, Nurse managers need to systematically adjust the standardized training programs and teaching methods for new graduate nurses according to the population characteristics and take precise interventions to improve nursing competence of new graduate nurses.We adhered to the Strengthening the Reporting of Observational Studies in Epidemiology (STROBE) guidelines.No Patient or Public Contribution. [ABSTRACT FROM AUTHOR]

Aims: This scoping review aims to examine the level and outcomes of emotional labor in nurses. Background: Nursing is a highly emotional profession that requires nurses to experience a wide range of emotions and control their emotional expressions in nursing practice. Chronic emotional labor and emotional burden not only impact nurses' individual well‐being and professional performance but also their job satisfaction and turnover intention. Evaluation: This scoping review was guided by a five‐stage scoping review framework and the PRISMA‐ScR checklist. Eight databases were searched and 41 studies were reviewed. Key Issues: The Emotional Labor Scale and the Emotional Labor Scale for Nurses were the most commonly used instruments. Significant associations were found between emotional labor and 52 outcomes, which were categorized into two main themes: nurses' personal well‐being and organizational well‐being. There were 19 mediators and 12 moderators between nurses' emotional labor and 26 different outcomes. Conclusions: While the level of emotional labor among nurses remains uncertain, its consequences are plentiful and intricate. Studies have shown an important relationship between nurses' emotional labor and individual and organizational well‐being, which is crucial for nurse managers. There is a need to explore the positive effects of nurses' emotional labor and its impact on patients. Additionally, validation studies of the instruments used to measure nurses' emotional labor are necessary. Implications for Nursing Management: The insights gained from this scoping review provided a more comprehensive understanding of emotional labor for nurse managers. This knowledge can be utilized to design training programs on emotional management and to explore different interventions aimed at alleviating the adverse impacts of nurses' emotional labor. [ABSTRACT FROM AUTHOR]

Background: This study aims to analyze the relationship between psychological resilience, perceived organizational support, and intention to stay among nurses. Additionally, it explores the mediating role of perceived organizational support in the relationship between psychological resilience and nurses' intention to stay. Methods: A cross-sectional survey was conducted between August and September 2023, involving 1,402 nurses from five Grade 3A hospitals in Guangdong. The survey utilized several instruments, including the General Information Questionnaire (GIQ), the Chinese version of the Connor-Davidson Resilience Scale (CD-RISC), the Chinese version of the Perceived Organizational Support Scale (POSS), and the Chinese version of the Intention to Stay Scale (ITSS). The obtained data were analyzed using descriptive statistics and Pearson's correlation coefficient, while the mediating effect of perceived organizational support was assessed using the PROCESS macro mediation model in SPSS. Results: The overall mean score for psychological resilience among nurses in the five Grade 3A hospitals in Guangdong was 60.54± 19.17, the overall mean score for perceived organizational support was 45.77± 11.49, and the mean score for intention to stay was 20.82± 4.65. The results of the statistical analysis revealed positive correlations between psychological resilience and intention to stay (r = 0.388, p < 0.01), between perceived organizational support and psychological resilience (r = 0.570, p< 0.01), and between perceived organizational support and intention to stay (r = 0.550, p < 0.01). Additionally, perceived organizational support was found to mediate the relationship between psychological resilience and intention to stay, with a mediation effect value of 0.067, accounting for 71.28% of the total effect. Conclusion: Psychological resilience of nursing staff directly impacts their intention to stay and indirectly influences their caring behaviors, with perceived organizational support serving as a key mediator in both relationships. Therefore, nursing managers should implement targeted interventions to enhance nurses' psychological resilience and perceived organizational support. Strengthening these factors can significantly increase nurses' intention to stay in their jobs, improve the quality of care, and contribute to building a strong and stable nursing workforce. [ABSTRACT FROM AUTHOR]

Aim: To describe the use of artificial intelligence (AI) by nurse managers to enhance management, leadership, and healthcare outcomes. Background: AI represents a significant transformation in healthcare management by enhancing decision‐making, communication, and resource optimization. However, the integration and strategic application of AI in nursing management are underexplored, particularly regarding its impact on leadership roles and healthcare delivery. Methods: Methodological guidelines described by PRISMA were followed, and quality was assessed using the Joanna Briggs Institute (JBI) methodology. The databases searched included the Web of Science, Scopus, CINAHLi, and PubMed. The review included quantitative, qualitative, and mixed‐method studies published between January 2015 and April 2024. Results: Fourteen studies were selected for the review. The key findings indicate that AI technologies facilitate better resource management, risk assessment, and decision‐making. AI also supports nurse managers in leading changes, enhancing communication, and optimizing administrative tasks. Conclusion: AI has been progressively integrated into nursing management, demonstrating significant benefits in operational efficiency, decision support, and leadership enhancement. However, challenges, such as resistance to technological change and ethical complexities, need to be addressed. Implications for Nursing Management: Specific training programs for nurse managers are essential to optimize the integration of AI. Such programs should focus on the management of AI applications and data analyses. In addition, creating interdisciplinary groups involving nurse managers, AI developers, and nursing staff is crucial for tailoring AI solutions to meet the unique needs of healthcare settings. [ABSTRACT FROM AUTHOR]

Aim: To empirically investigate the impact of ethical leadership on nurses' moral courage in China and examine the mediating role of psychological empowerment in this relationship. Background: Moral courage is essential for alleviating nurses' moral distress, safeguarding patients' safety and rights, and providing high‐quality care. Previous studies have emphasized the strong relationship between ethical leadership and moral courage; however, little is known about the actual impact of ethical leadership on nurses' moral courage. This study introduces psychological empowerment, sets out to test empirically its role in the relationship between ethical leadership and moral courage, and provides countermeasures and a theoretical basis for cultivating nurses' moral courage. Methods: Between February and May 2023, a questionnaire survey was conducted among 837 nurses from five hospitals in Sichuan Province, southwest China. The three validated self‐report scales, the ethical leadership scale, psychological empowerment scale, and nurses' moral courage scale, were used to collect data. We used IBM SPSS 27.0 for descriptive statistics, univariate analyses, Cronbach's α, and correlations of each variable, modeling a hypothesized model of ethical leadership on moral courage in nurses and testing the internal mechanisms by AMOS 26.0. Results: Ethical leadership significantly positively correlated with psychological empowerment (r = 0.374, p < 0.01), as well as moral courage (r = 0.341, p < 0.01). In addition, psychological empowerment significantly positively correlated with moral courage (r = 0.518, p < 0.01). The structural equation modeling (SEM) shows a satisfactory model fit: χ2 = 2156.36, df = 849, χ2/df = 2.540, root mean square of approximation = 0.043, standard root mean square residual = 0.047, normed fit index = 0.911, Tucker–Lewis index = 0.941, and comparative fit index = 0.944. Ethical leadership directly influenced moral courage (β = 0.135, p = 0.006) and indirectly affected moral courage via psychological empowerment (β = 0.247, p = 0.001). Conclusion: Promoting ethical leadership and psychological empowerment is essential for nurses to promote moral courage. The results of this study illustrate the pivotal role of psychological empowerment in establishing the impact of ethical leadership on nurses' moral courage and the partially mediating part of psychological empowerment in this relationship. Implications for Nursing Management: Nursing managers should understand the importance of moral courage in protecting patients' rights and interests, as well as in maintaining a stable nursing workforce. They should reinforce the positive influence of ethical leadership and embrace an ethical leadership style. In addition, providing relevant training to enhance nurses' psychological empowerment will help cultivate moral courage among them. [ABSTRACT FROM AUTHOR]

ABSTRACT Aims Design Method Results Conclusion Implications for the Profession Impact Patient or Public Contribution What Does This Paper Contribute to the Wider Community? Reporting Method Trial and Protocol Registration This study aims to describe the exercise of clinical leadership by nurses within hospital care units, identify the factors influencing it and explore how nurses perceive its impact.Qualitative multiple case study.The study involved 36 interviews, 120 h of observation and documentary analyses with nurses across various roles within three nursing teams to capture collective leadership. Thematic and cross‐case analyses were also conducted.Nurses' clinical leadership was manifested in five distinct forms, irrespective of their role: (1) initiating actions involving reflective thinking and intervention, (2) influencing others through coaching, (3) actively participating in and mobilising efforts to enhance the quality of care, (4) fostering optimal synergy and team cohesion, and (5) leveraging personal and collaborative capacities. Factors influencing this leadership included clinical, human and material resources, time, a work environment that promotes autonomy and a positive work climate. Nurses perceived their leadership as having a positive impact on patients, themselves, the interdisciplinary team and the organisation. These findings were integrated into a modellisation of the exercise of nurses' clinical leadership based on Le Moigne's (La Théorie du Système Général. Théorie de la Modélisation. Paris: Presses Universitaires de France, 2006) philosophical approach.This study provides a perspective on nurses' collective clinical leadership in hospital care units, emphasising its leverage effect and the achievement of positive impacts. The proposed model serves as a valuable tool for nurse managers to better understand and support the exercise of clinical leadership.The model can guide nurse managers in supporting clinical leadership within teams, assist individual nurses in associating clinical leadership with their practice and assist with mobilising their leadership skills. This study explores how nurses across various roles within a hospital care unit exercise clinical leadership. The findings reveal five active forms of nurses' clinical leadership, perceived by nurses to positively impact patients, the interdisciplinary team and the organisation. Nurses and managers can use these five forms to foster a collective approach to clinical leadership. None. This study introduces an innovative model for understanding and promoting nurses' clinical leadership. It provides insights into the positive impact of this leadership approach and the significance of promoting it. Standards for Reporting Qualitative Research [SRQR] (O'Brien et al. Academic Medicine, 89, 2014 and 1245).Not registered [ABSTRACT FROM AUTHOR]

This pilot study examines Ohio's licensed nursing home administrators and state tested nursing assistant's perspectives about job satisfaction, future career and employment plans, potential beneficial changes to their organizations, and their thoughts on reducing turnover rates in their field. Ohio Board of Executives of Long-Term Services and Supports provided their contact list of all 1,969 licensed nursing home administrators in Ohio in the fall of 2023. Two surveys were created for licensed nursing home administrators and state tested nursing assistants. Results were analyzed for themes within the open-ended responses; 28 surveys were received from licensed nursing home administrators and 17 surveys were received from state tested nursing assistants. Residents and their families are among the top reasons for job satisfaction, many employees face symptoms of burnout, and wages are a concern among both state tested nursing assistants and licensed nursing home administrators. Future career plans differed between the two professions and had distinct driving factors. A discussion of licensed nursing home administrators' opinions on improving retention and turnover rates should include more accountability, personal responsibility, and adding opportunities for professional growth and development. [ABSTRACT FROM AUTHOR]

Background: Previous studies have established a positive link between nurse managers' caring leadership and nurses' work engagement, but the processes and conditions through which this leadership style influences positive work behaviors remain largely unexplored. To address this gap and contribute to the existing body of knowledge, we developed a chain-mediated effects model to elucidate the impact of caring leadership on nurses' work engagement and the underlying mechanisms. In this model, we identified professional mission and affective organizational commitment as the mediating variables, offering a novel perspective on the relationship between caring leadership and work engagement. Methods: A robust multi-center and large-sample cross-sectional survey was conducted, involving 2502 first-line nurses from six general tertiary hospitals across the eastern, central, and western regions of China. The data collection instruments included a comprehensive questionnaire covering demographic information, the caring leadership scale, the Chinese calling scale, the affective organizational commitment scale, and the Utrecht work engagement scale. Data were meticulously screened and analyzed, employing descriptive analysis to summarize the demographic information, correlation analysis to test the relationship among the variables, stepwise regression analysis to explore the mediating role of calling and affective organization commitment, and the bootstrap method to test the chain mediating effect. This rigorous methodology not only ensures the reliability and validity of research findings but also instills confidence in the robustness of this research. Results: The results indicated a positive relationship among caring leadership, calling, affective organizational commitment, and nurses' work engagement (p < 0.001). Specifically, caring leadership was significantly associated with nurses' calling (β = 0.55, p < 0.001), affective organizational commitment (β = 0.21, p < 0.001), and work engagement (β = 0.05, p < 0.001). And the analysis further revealed that calling and affective organizational commitment mediate the process between caring leadership and work engagement(Effect: 0.17, 0.03, 0.05), with a relative effect size of 89.3% for the total indirect effect. These findings highlight the crucial role of these factors in enhancing nurses' work engagement, providing valuable insights for healthcare leaders and policymakers. Conclusion: Caring leadership positively predicts nurses' work engagement and indirectly mediates calling and affective organizational commitment. The results of this study revealed that the mechanisms of caring leadership influence nurses' work engagement, which provides a new approach to strengthening nurses' work engagement and improving patient healthcare outcomes and organizational performance. Healthcare organizations face continuous challenges; this study embodies the significance of caring leadership in improving nurses' work experience and increasing their work engagement. Nursing managers should enhance their knowledge of caring leadership and receive caring leadership training, thus actively improving their leadership behaviors in nurse management, enhancing leadership effectiveness, and creating more possibilities for developing healthcare organizations. [ABSTRACT FROM AUTHOR]

Introduction: The Coronavirus Disease 2019 (COVID-19) pandemic placed enormous pressure on healthcare systems around the world, but it also provided valuable insights for healthcare organizations during this challenging period. Objective: This study aimed to explore nurses' lived experiences of vulnerability in hospital nursing management during the COVID-19 pandemic, and reflect on the lessons learned. Methods: In this phenomenological study, 14 participants, including nurse managers at different levels and staff nurses, were selected by purposive sampling from one center university hospital. Data collection was done through in-depth individual semistructured interviews with participants and a review of weekly reports of crisis management meetings at the university hospital. Interviews were analyzed using Colaizzi's method in seven phases by MAXQDA software Version 10. Results: One overarching theme, four themes, and 15 subthemes were obtained from analyses of interviews. Four themes of "nurses' attrition," "distrust of society to the organization," "fragility in the organization's performance," and "intensified inequalities" were extracted as threats to nursing management at the hospital. Subsequently, the weekly reports of crisis management meetings at the university hospital were analyzed to extract the solutions and lessons. Conclusion: The unpreparedness of the healthcare system against a crisis can led to the loss of organizational assets, including medical staff and the credibility of the healthcare system. Limitations of the infrastructure at hospital became more obvious during the pandemic and caused serious threats to the healthcare system. Despite severe challenges along with the pandemic, it offered four valuable lessons in nursing management. [ABSTRACT FROM AUTHOR]

Preparing enrolled nurses (ENs) to effectively work with mental health consumers is crucial to meeting Australia's healthcare demands. This qualitative study aimed to explore various stakeholders' perceptions regarding the mental health knowledge, skills, and attributes (KSAs) required by ENs to engage with individuals experiencing mental health issues, thus guiding future training priorities. The sample comprised 44 participants including 18 students, 3 graduate ENs, 5 experienced ENs, 5 registered nurses (RNs), 4 nurse unit managers (NUMs), 5 teachers, and 5 consumers of mental health services. Focus groups were used to collect data from the students, whilst individual interviews were conducted with all other participants. A thematic analysis revealed communication was the most vital skill for effectively working with mental health consumers. Skills such as critical thinking and clinical reasoning were also deemed crucial, given the volatile nature of the mental health inpatient environment, necessitating effective responses to acute escalations to prevent adverse outcomes for both staff and consumers. Essential knowledge components included understanding mental health disorders, symptoms, and treatments, particularly medications used for mental health issues. Participants also emphasised the importance of attributes like confidence and empathy in supporting and caring for consumers, who often experienced trauma and vulnerability. These findings provide valuable insights into the content that should be incorporated into the diploma of nursing (DN) training to produce competent graduate ENs. [ABSTRACT FROM AUTHOR]

The role of nurses in leading the design and delivery of primary health care services to address health inequities is growing in prominence, specifically in rural Australia. However, limited evidence exists to inform nurse‐led primary health care in this context. Based on a focus group with nursing executives and semi‐structured interviews with registered nurses we describe nurse experiences of leading the design of a primary health care service in rural Australia and nurse transition to and practice in this service. Nurse experiences were analysed using reflexive thematic analysis. The study reveals the centrality of relational integration in service design and nurse acquisition of relational practice as it relates to nurse to care recipient and nurse to nurse relationships. Tensions between primary health care nurses and their peers, and resultant de‐valuing of primary health care practice, are described. The acquisition of nurse professional agency draws attention to investments required to position nurses to lead and sustain care innovations external to hospital settings. The authors propose that relational approaches may provide nurses with the opportunity to reframe their leadership and service contributions towards community literate primary health care provision and provide a pathway to professional emancipation from constrained practice expectations. [ABSTRACT FROM AUTHOR]

The article discusses a study designed to describe the experiences of nurse leaders as they managed nursing staff and their practice settings during the COVID-19 pandemic. Cited are the nurse leaders' associated intensity to distress, and the mechanisms they used to alleviate stress, their perceptions on importance of and challenges associated with specific manager competencies, and the strengths and limitations of the study.

The article discusses research aimed at examining the efficiency and cost-effectiveness of a patient-care model called Partners in Care (PIC). Cited are the description of the PIC quality improvement (IC QI) model used in the study, the length of model implementation, unique contextual elements, and organizational activities that influenced outcomes, and the implications of designing and implementing new patient-care delivery models.

The article discusses the findings of a project designed to address the gap on nurse manager (NM) support, job satisfaction, and retention. Cited are project findings that were used in the development of a completed toolkit aimed at reducing or mitigating NM turnover, factors that drive NM intent to leave, and the direct relationships between organizational and leadership support with the NM intent to stay or leave, and factors associated with satisfaction among NM.

Why you should read this article: • To enhance your understanding of civility and incivility in the workplace and the associated consequences • To read an action plan for nurse managers to assist their colleagues, team and organisation recognise and act on workplace incivility • To contribute towards revalidation as part of your 35 hours of CPD (UK readers) • To contribute towards your professional development and local registration renewal requirements (non-UK readers). Incivility is a major concern in healthcare, and it is vital that uncivil behaviour is recognised and addressed. Manifestations of incivility are wide ranging and can take the form of microaggressions, which are difficult to pinpoint but have significant repercussions. Research has demonstrated the negative effects of incivility on staff and patients. Uncivil acts and behaviour can create conflict, reduce performance, affect morale, decrease retention and jeopardise patient safety. The role of nurse managers in reducing incivility and promoting civility includes providing leadership, fostering psychological safety, creating a shared understanding of civil behaviour and managing uncivil behaviour as soon as it occurs. The input of employers is crucial to promote a compassionate and inclusive organisational culture and to support nurse managers to acquire the knowledge, skills and confidence to prevent and reduce incivility. [ABSTRACT FROM AUTHOR]

Why you should read this article: • To gain an understanding of nurse managers’ experiences of the COVID-19 pandemic • To appreciate that fear, related to fear of infection and information overload, was a major issue for nurse managers during the pandemic • To consider adopting already-established COVID-19 guidelines to support effective infection control procedures and communication in future pandemics. Background: Research shows that front-line nurses’ workload and stress levels increased during the coronavirus disease 2019 (COVID-19) pandemic, however, there is little research of these factors in relation to nurse managers. Previous research undertaken in Austria found that some nurse managers working in nursing homes undertook clinical as well as managerial functions during the pandemic, a double burden that could have increased their stress levels and have had adverse psychological, physical and social consequences. Aim: To investigate the effects of the COVID-19 pandemic on nurse managers’ workload, perceptions of teamwork and stress levels, and the physical, psychological and social consequences of working during the pandemic. Method: A cross-sectional design was used. Respondents (n=238) were sent an online questionnaire during the second wave of the pandemic (which in Austria was November 2020 to March 2021) containing questions on demographics and fear of infection, their current workload compared with pre-pandemic workload, their perceptions of the influence of the pandemic on teamwork, their levels of stress measured using the Perceived Stress Scale (PSS), and the physical, psychological and social consequences of working during the pandemic. Results: Most respondents (95%) had to undertake more or much more work than usual during the pandemic, while just over half (52%) perceived that the influence of the pandemic on teamwork had been positive throughout or partially positive. Overall, the respondents’ level of stress was moderate, as measured by the PSS. Around 28% of respondents were afraid of infecting someone other than themselves, notably their families, employees and patients. Fear for themselves, their families and their patients or residents were commonly reported psychological consequences of working during the pandemic, while confusion due to information overload was the second most commonly reported psychological consequence. Conclusion: Comparing results with previous research is difficult due to the lack of research of nurse managers’ experiences of the pandemic. Fear appears to have been a major issue for nurse managers during the pandemic, particularly in relation to infection and information overload. This emphasises the need for healthcare organisations to focus on the mental health and well-being of nurse managers, as well as front-line staff, during and after crisis situations such as a pandemic. Organisations may consider reworking and adopting already-established COVID-19 regulations, schedules and local guidelines, particularly in terms of communication and infection control, which could help to reduce nurse managers’ fear in future crisis situations. [ABSTRACT FROM AUTHOR]

Why you should read this article: • To recognise the important role of nurse managers in ensuring that nursing staff feel supported • To identify how nurse managers can support staff when there are concerns about practice • To consider ways of fostering a climate of psychological safety in your practice. The nursing profession is under growing pressure and many nursing staff find it increasingly challenging to maintain standards and provide safe, effective and efficient care that meets the needs of patients. Nurses’ job satisfaction is predicated on feeling supported, including when there are concerns about practice – whether their own or that of their colleagues. This article discusses how nurse managers can support staff to challenge suboptimal practice, admit their own errors and learn from these by fostering a climate of psychological safety. This includes adopting a relational model of leadership; cultivating open communication; providing clarity on roles and expectations; ensuring transparency and fairness in performance management; having supportive ‘tough conversations’ with staff; demonstrating objectivity when investigating concerns; and promoting a ‘just culture’. [ABSTRACT FROM AUTHOR]

The nursing profession is wrought with high levels of turnover, particularly among new nurses. One reason for this turnover may be explained by a disparity between what new nurses expect in terms of communication from leaders and coworkers and what they realistically receive. This study uses a mixed-methods experimental design to explore young adult nursing students' preferences for manager communication behaviors, how different managerial archetypes influence nursing students' perceptions of their leader, and how personal factors may influence nursing students' preferences for various managerial styles. Findings suggest that new nurses prefer more mentor- and teacher-type managers and that managerial archetypes influence young adult nursing students' perceptions of leader credibility, effectiveness, leader-member exchange, and employee commitment. Furthermore, personal factors such as self-worth and desire for relational communication behaviors influence preferred manager type. Participants' qualitative responses reveal several task and behavioral wants and needs of new nurses. Findings from this study can informatively help to bridge the gap between expectations and reality in the nursing profession, thus addressing a potential reason for consistent turnover. [ABSTRACT FROM AUTHOR]

Background: There is a growing number of online nursing graduate degree programs to address the professional development needs of working nurses. Work-related antecedents of online student engagement in graduate nursing studies are under-explored in the literature. Aim: The aim of the study is to examine the relationship among demographic and work characteristics, work-life balance (WLB), and online student engagement (OSE) among registered nurses enrolled in online graduate studies. Methods: This study design is convergent-parallel mixed methods, utilizing a survey approach to collect both quantitative and qualitative data. The target population is students of an online Master of Arts in Nursing program at a university in Cabanatuan City, Philippines. Respondents were recruited via email. Google Forms were used for data collection. Non-parametric, inferential statistical tests were used to examine relationships among variables. Inductive qualitative content analysis was used to draw insights from open-ended responses. Results: A total of 173 graduate students responded to the survey. Quantitative results indicate high levels of WLB (Mdn = 4.8, IQR = 1.5) and OSE (Mdn = 3.7–4.0, IQR = 0.5–1.0). WLB was significantly lower among females (U = 3297.5, p < 0.01). Emotion OSE was significantly higher for respondents with managerial positions (U = 2987.5, p < 0.05). WLB had significant low to moderate positive correlations with the domains of OSE (r = 0.22 to 0.32, p < 0.01). Qualitative findings reveal various appraisals of online learning and factors influencing work-life-study balance, such as work, personal life, and school. Conclusion: Work-life balance facilitates better online student engagement among graduate nursing students and is influenced by time management, work (i.e. job environment and stressors), personal (i.e. home life and leisure activities), and university factors (i.e. curriculum, modality, and professors). Impact statement: Empirical evidence on the link between WLB and OSE can inform graduate nursing academics in developing initiatives to ensure the timely completion of the degree program. [ABSTRACT FROM AUTHOR]

In this article, we explore associations between women's health and participation in working life, work ability and sickness absence. Through interviews with nurses and hospital managers, we identified three main occupational barriers connected to biological and physiological sex differences: considerations on women's health, work organization and work environment as conditions for health, and equality and expectations in society. We find that individual experiences, job systems, and societal attitudes affect each other negatively, and that systemic problems tend to be individualized. The lack of recognition of women's health affects work participation, work ability and sickness absence in women, representing a challenge to female occupational health, as well as to gender equality and public health in general. [ABSTRACT FROM AUTHOR]

Perceptions and experiences of midwives regarding structural empowerment during practice in Saudi Arabia were explored using a qualitative, constructive, descriptive design. Data was gathered using individual semi-structured interviews with ten midwives employed in delivery rooms, and prenatal and postnatal units of governmental hospitals in Saudi Arabia's eastern province. Data was analyzed with assistance of NVivo software, Version 12. Five themes emerged from our study: the meaning of structural empowerment, ambiguous hospital policies, the insufficient numbers of midwives, midwife-physician dynamics, and continuing education and training. Structural empowerment of midwives in maternity units may be useful in improving midwifery services in Saudi Arabia and worldwide. ACCESSIBLE SUMMARY: What is the further research? Further studies on this topic should expand the current study's sample and include participants from more regions of Saudi Arabia. In addition, research on the psychological empowerment of midwives is needed. What is known on the subject? Midwives are educated to care for women during pregnancy, birth, and postnatal, and midwives must be empowered to fulfill this professional role. The evidence showed the importance of structural empowerment for midwives to perform their professional function and provide quality care for women during pregnancy, birth, and postnatal. What does this paper add to existing knowledge? In Saudi Arabia, there is little research evidence on how to explore the perceptions and experiences of structural empowerment among midwives. Our study provided valuable recommendations for identifying environmental practices, positive workplace characteristics, and promoting higher-quality midwifery in the workplace. What are the implications for practice? Midwife workplace empowerment is correlated with the quality of care, job satisfaction, staff effectiveness, and the positivity of the work environment. The results of this study suggest that every healthcare organization must work to bring about structural empowerment for midwives to facilitate successful practice. [ABSTRACT FROM AUTHOR]

Background: Evidence-based practice (EBP) is a major concept threaded throughout nursing education, yet competencies are not clearly identified in The Essentials. Purpose: Nurse leaders' EBP competency expectations for professional practice were explored to inform competency-based education for students and practicing nurses. A secondary aim explored potential effects of misinformation on EBP. Methods: Descriptive qualitative inquiry was performed with a focus group of 6 clinical nurse leaders. Results: EBP expectations were identified, discriminating between novice entry level and advanced-level nurses. Participants emphasized asking questions, linking evidence to practice, and acknowledging that evidence changes over time. All advanced-level nurses were expected to apply, lead, and teach EBP. Post pandemic, nurses need to reclaim evidence-based practices, critically appraise evidence, and educate patients and families to address misinformation. Conclusions: Information learned will inform competency-based EBP education for students and nurses in academic and clinical settings. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to examine the impact of nurses' paternalistic leadership style on performance, in the presence of underlying mechanisms, i.e. self-efficacy as a mediator in the high-power distance societies, namely, China and Pakistan, based on social exchange theory. Both healthcare sectors have seen several behavioral advancements in recent years. To improve things, even more, behavioral elements such as the influence of leadership styles, personality traits and so on have become more important. However, leadership styles, particularly paternalistic leadership, have received little attention in this field and need to be highlighted along with the mediating and moderating effects. Design/methodology/approach: Data were collected from public and private sector hospitals in China and Pakistan using a 6-week time lag technique. Firstly, 356 Chinese and 411 Pakistani nurses were surveyed about their perceptions of power distance, self-efficacy and paternalistic leadership. Their managers were called six weeks later for a dyadic response to provide feedback on nurses' performance. For confirmatory factor analysis, AMOS 22 and for regression analysis, SPSS 22 was used. Findings: According to the study's findings, nurses in both countries perform well when led by a paternalistic leader. Furthermore, self-efficacy explains the relationship between paternalistic leaders and nurses' performance. The moderated-mediation result also supported the importance of power distance. Originality/value: This study highlights the kind of nursing leadership which is beneficial in high-power-distance societies and leads to better performance. According to this research, paternalistic leadership improves nurses' performance in both China and Pakistan. As a result, this study will be useful in high-power-distance societies, where hospital administrators can ensure that paternalism is implemented in leadership, thereby improving nurse performance. [ABSTRACT FROM AUTHOR]

A rapid expansion of the computer technology industry, particularly in the field of artificial intelligence, has ignited a global concern that warrants our immediate action. As nurses, our professional values frameworks compel us to protect public health and address national and global health issues. When industry activities adversely affect the social wellbeing of civil society and social institutions, it is important to evaluate them against their industry's 'social license to operate,' which is a measure of public trust, credibility, and the legitimacy of their industrial and corporate citizenship status. The central question is, do computer technology companies continue to have a social license to operate in civil society? Nurses are encouraged to evaluate the computer technology industry's recent 'generative artificial intelligence' chatbot activities against its tacit undertaking to be good corporate citizens in return for social acceptance of their operations and behaviour. An evidence-based overview of chatbot impacts on societies, environmental sustainability and human rights provide a basis for evaluation. Basic computer technology terminology and relevant concepts are explained. This article is a direct call to action for clinical nurses and those involved in research, education, management, and policy. We have a duty to critically assess the claims made by chatbot technology vendors in both practice and social contexts. If these vendors integrate chatbot technologies with existing machine learning used in nursing and healthcare technologies it could result in detrimental effects beyond user control. By influencing decisions on technology adoption, we can ensure the implementation of safeguards, protect patient safety and social well-being, and uphold the integrity of nursing values. A closing discussion of impacts of computer industry trust deficits on healthcare and research reflects the author's concerns and conclusions about the central question. Readers may draw other conclusions and perhaps use the issues and evidence presented here to stimulate further investigations. [ABSTRACT FROM AUTHOR]