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Aim. To systematically map and identify key knowledge on organizational support for nurses' career planning and development. Design. Scoping review. Methods. Systematic electronic searches were carried out with the CINAHL, PubMed, Scopus, and Web of Science databases in May 2022. The searches were limited to scientific, peer-review papers that were published in English from January 2012 to May 2022. Data were extracted and synthetized and are presented in tables and text. The review was conducted following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses guidelines. Results. We identified 1,400 papers and 28 met the inclusion criteria. Organizations recognized nurses' career planning and development in relation to the individual's professional development and the organization's need to promote high-quality services and workforce engagement. The organizational support included strategic work to ensure there were adequate resources and purposeful vacancies and a structured framework based on objective qualification criteria and equal assessment. Organizations focused on sharing knowledge, structured career planning, and interpersonal support. Support within the nursing profession and multilayered interprofessional collaboration were also important. Conclusion. Nurses' career planning and development was linked to their personal development and the organization's aims and required support from both fellow nurses and other professionals. Implications for the Nursing Management. Identifying the organizational structures and methods that are needed to support nurses' career planning and development can help nursing management to evaluate and develop strategies that improve the attractiveness of a nursing career and nurses' engagement. [ABSTRACT FROM AUTHOR]

Background. In addition to the usual difficulty of managing human capital in any organization, healthcare institutions have other problems to solve arising from the circumstances and the very nature of the work they perform, such as the ethical pressure on staff, emotional exhaustion, the distribution of work shifts, or the general shortage for nurses. In many cases, this situation has an impact on the quality of care. Objective. The main objective of this research is to compile, in a single document, human resource practices that help health centre managers improve results in terms of performance and quality of care, as well as avoid the intention of abandoning the job, specifically related to the work of nurses. Methods. To this end, a systematic literature review has been performed based on 229 papers published in the Web of Science database, from which the practical implications for nurses proposed by these authors have been extracted. Results. The main results suggest that developing affective commitment helps to improve organizational performance and enhance patient safety culture. Furthermore, improving communication and meaningfulness of work, recognition by superiors, or job flexibility would improve the quality of outcomes, for the work of nurses. Conclusions and Implications for Nursing. Stimulating normative commitment, reducing excessive control, and paying attention to job burnout and job stress help combat the intention of voluntary turnover or leaving the job, especially in the case of nurses. [ABSTRACT FROM AUTHOR]

Aim: This paper highlights integrity as a central tenet in the journey of ethical leadership among nurse leaders and dialogue as a way of working within integrity. Background: Nurse leaders play a critical role in ensuring ethically sound, safe patient care by supporting staff and fostering positive working environments. Although there is an abundance of literature on leadership, no universally accepted leadership theory exists. Hence, it can be difficult to apply leadership theory and principals to real‐life clinical practice. Evaluation: From the literature, it is evident that integrity is a crucial aspect of leadership. This paper proposes suggestions for nurturing integrity and fostering open and honest dialogue. Key issues: Globally, public health care is complex and evolving and effective nursing leadership is paramount to meet public health needs and support health care systems. Conclusion: This paper explores integrity with leadership, re‐envisaging personal and professional integrity as a portal to authentic leadership, which has human relationships and dialogue at its core. Implications for Nursing Management: Nurse leaders need support in guiding the nursing profession and promoting ethically sound patient care. The true nature of leadership is dialogue, and nurturing a culture of listening and openness at different levels within an organisation is crucial. [ABSTRACT FROM AUTHOR]

Aim. We aimed to undertake a systematic review focusing on organisational strategies that specifically advance women nurses in healthcare leadership. Background. Despite nursing being the largest health workforce and being dominated by women, they face significant barriers in career progression and have limited leadership opportunities, with a need to move from a focus on individuals to organisational level change. Methods. Methods for our overarching systematic review are published and follow the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) checklist. Databases searched include MEDLINE via OVID; MEDLINE in-process and other nonindexed citations via OVID; PsycINFO; and Scopus. Any study describing a strategy that was not implemented for nurses and all non-peer-reviewed studies were excluded. Included studies were appraised using CASP checklists. A thematic analysis approach was employed to facilitate the systematic generation of themes. Results. Findings were reported under two main themes: leadership barriers and enablers and organisational strategies for advancing women nurses to leadership. The latter included: mentorship, leadership training, career planning and coaching, opportunities for networking, sponsorship, and targeted recruitment processes for increasing gender diversity in leadership roles. Conclusion. This review synthesises organisational-level strategies that advance women nurses in healthcare leadership. Barriers and individual-level strategies for advancing women nurses in healthcare leadership have been extensively studied in the current literature. Systems and organisational strategies are less studied yet show that they can advance women in nursing into healthcare leadership. Implications for Nursing Management. This paper suggests that optimising women nurses' leadership attainment needs to shift focus from individual strategies to systemic level and organisational strategies and use tailored evidenced-based approaches. [ABSTRACT FROM AUTHOR]

Aim. The objective was to investigate the impact of structural empowerment and demographic factors on the psychological empowerment of nurses. Background. The empowerment of nurses plays a crucial role in improving patient care and achieving successful healthcare outcomes. When nurses feel empowered in their work environment, they tend to remain dedicated to their jobs and experience higher levels of job satisfaction and engagement. Methods. This cross-sectional study utilized a convenience sample of 287 nurses recruited from various hospital units, resulting in a response rate of 94.7%. Data were collected through a paper survey consisting of three sections: structural empowerment, psychological empowerment, and demographics. Results. The first hierarchical regression explains 57.0% variance in nurses' psychological empowerment (F = 78.52, p < 0.001). Age (β = 0.37, p < 0.01) and structural empowerment (β = 0.69, p < 0.001) have a positive influence on nurses' psychological empowerment. Conversely, having a bachelor's degree (β = −0.16, p < 0.01) had a negative impact psychological empowerment. The second hierarchical regression clarifies the specific aspects of structural empowerment that influences positively on nurses' psychological empowerment: access to opportunities (β = 0.13, p < 0.01), support (β = 0.13, p < 0.01), resources (β = 0.35, p < 0.001), and informal power (β = 0.12, p < 0.01). Conclusion. This study emphasizes the importance of considering demographic variables, such as age and education, in conjunction with structural empowerment to effectively enhance nurses' psychological empowerment. Implications for Nursing Management. Nursing managers should tailor their empowerment strategies based on the demographic characteristics of their nurses. It is essential to focus on providing nurses with access to opportunities, support, resources, and informal power. These insights provide valuable guidance for nursing managers to enhance nurses' psychological well-being, job satisfaction, and overall quality of life. Ultimately, this contributes to positive outcomes for patients, nursing staff, and healthcare organizations. [ABSTRACT FROM AUTHOR]

Aims: This paper describes findings from a survey conducted in New Zealand exploring nurses' decision‐making about when to delay care, delegate care, hand care over or leave care undone. Unanticipated findings identified processes that nurses go through when deciding to take planned/unplanned leave when wards are constrained through budget limitations. Background: Missed/rationed care is increasingly the focus of attention in international studies, identifying a complex interplay of organisational, professional and personal factors affecting nurses' decision‐making when faced with limited organisational time, human and material resources to provide care. Methods: The survey presented nurses with Likert‐scale questions with option for free text comments. This paper reports on the commentaries about work–life balance. Results: Nurses described workload pressures that lead to rationing care affected them, and the long‐term effect on them as individuals. Nurses verbalized the difficulties and associated guilt about taking leaving and sick leave when wards were short staffed. Conclusions: Nurses consider how their absence will affect the workspace and their home first, considering the impact on themselves last. Implications: The findings may provide valuable insights for nurse managers in relation to workforce allocations and resources where acknowledgement of work–life balance is considered. [ABSTRACT FROM AUTHOR]

Aim: To identify predictors and consequences of violence or aggression events against nurses and nursing students in different work contexts. Background: Workplace violence against nurses and nursing students is a very common and widespread phenomenon. Actions to manage or prevent violent events could be implemented knowing the risk factors and consequences. However, there is a lack of systematic reviews that summarize knowledge on the predictors and consequences of workplace violence. Evaluation: A scoping review was conducted using electronic databases including APA PsycInfo, CINAHL, Cochrane, Ovid Medline, PubMed and Scopus. Key issues: After full text analysis, 87 papers were included in the current scoping review. Risk factors of horizontal violence were grouped into 'personal' and 'Environmental and organizational', and for violence perpetrated by patients into 'personal', 'Environmental and organizational' and 'Characteristics of the perpetrators'. Conclusions: The results of this scoping review uncover problems that often remain unaddressed, especially where these episodes are very frequent. Workplace violence prevention and management programmes are essential to counter it. Implications for Nursing Management: The predictors and the consequents identified constitute the body of knowledge necessary for nurse managers to develop and implement policy and system actions to effectively manage or prevent violent events. [ABSTRACT FROM AUTHOR]

Aim: To explore the experiences of a nursing team who implemented an international nurse‐led clinical trial in practice and understand the facilitators to their involvement. Background: The role and responsibilities of the clinical nurse are advancing to encompass research activity to help inform evidence‐based practice. However, several personal and organisational challenges can inhibit nurses' capacity to implement and undertake research within clinical practice. Methods: Three focus groups were conducted with members of a nursing team (N = 18). Thematic analysis was employed, and themes were identified and agreed upon by the research team. Results: Five themes were identified: 'Previous experience of and attitudes to participation in clinical research', 'Decision‐making regarding participation in the clinical trial', 'Facilitators of participation in the clinical trial', 'Challenges of research in nursing practice' and 'Future orientation towards research'. Conclusion: Through their experiences of implementing a nurse‐led clinical trial within practice, nurses recognized a number of facilitators and challenges to their participation. The perceived relevance of the clinical trial to the nurses' practice, potential to improve patient care and appreciation of the nurse leader's expertise and understanding of their context were key motivators. Reciprocal trust with the nurse leader who was encouraging, motivating, supportive and accessible resulted in the engagement and commitment of the nursing team. Implications for Nursing Management: This paper offers a perspective that can inform senior nursing management teams when implementing and conducting evidence‐based research amongst nursing teams and in doing so meet the needs of developing research capacity amongst clinical nurses. [ABSTRACT FROM AUTHOR]

Aim: To identify organisational characteristics and practices that promote or inhibit the recognition of sexuality in the care of older people in health and aged care settings. Background: Sexuality in old age is poorly understood by health professionals and rarely addressed in care planning and delivery. Nurse managers are ideally placed to lead organisations in promoting a culture of acceptance that enables the expression of sexuality. Evaluation: A search for research/expert opinion papers published from January 2004 to February 2017 was undertaken. Two reviewers performed data extraction and appraisal of 34 included studies using Joanna Briggs Institute tools. The primarily qualitative research was analysed to identify 152 findings that were organised into 22 categories and combined into four syntheses. Key issue(s): An organisation's philosophies frame the way older people's sexuality is perceived. Cultivating a culture and environment of acceptance, engagement and knowledge and delivering care in a way that promotes opportunity for safe and private expression of sexuality are key enabling factors. Conclusion(s): Organisations and nurse leaders can support and facilitate older adults' expression of their sexuality through the review and development of philosophies, policies, procedures, staff attitudes and knowledge and the creation of a conducive environment. Implications for Nursing Management: Nurse managers play a pivotal role in developing a sexuality‐positive organisational ethos by ensuring policies, care practices, the environment and amenities are supportive of the expression of sexuality and by role modelling attitudes of respect and inclusivity. [ABSTRACT FROM AUTHOR]

Aims This paper uses the construct of absorptive capacity to understand how nurse managers can facilitate the adoption and use of evidence-based practice within health-care organisations. Background How health-care organisations adopt and implement innovations such as new evidence-based practices will depend on their absorptive, or learning, capacity. Absorptive capacity manifests as routines, which are the practices, procedures and customs that organisational members use to carry out work and to make work-related decisions. Methods Using the construct of absorptive capacity as well as a recent literature review of how health-care organisations take on best practices, we illustrate how the uptake and use of new knowledge, such as evidence-based practices, can be facilitated through the use of routines. Implications for nursing management This paper highlights routines that nurse managers can use to foster environments where evidence-based practices can be readily identified, and strategies for facilitating their adoption and implementation. Conclusions The construct of absorptive capacity and the use of routines can be used to examine the ways in which nurse managers can adopt, implement and evaluate the use of evidence-based practices. [ABSTRACT FROM AUTHOR]

Aim The objective of this paper is to identify attribute patterns of influential individuals in intensive care units using unsupervised cluster analysis. Background Despite the acknowledgement that culture of an organisation is critical to improving patient safety, specific methods to shift culture have not been explicitly identified. Methods A social network analysis survey was conducted and an unsupervised cluster analysis was used. Results A total of 100 surveys were gathered. Unsupervised cluster analysis was used to group individuals with similar dimensions highlighting three general genres of influencers: well-rounded, knowledge and relational. Conclusions Culture is created locally by individual influencers. Cluster analysis is an effective way to identify common characteristics among members of an intensive care unit team that are noted as highly influential by their peers. To change culture, identifying and then integrating the influencers in intervention development and dissemination may create more sustainable and effective culture change. Additional studies are ongoing to test the effectiveness of utilising these influencers to disseminate patient safety interventions. Implications for nursing management This study offers an approach that can be helpful in both identifying and understanding influential team members and may be an important aspect of developing methods to change organisational culture. [ABSTRACT FROM AUTHOR]

Orientation. Trust is the central part of leadership and organizational culture and can often go unnoticed until it decreases. There is a lack of a comprehensive concept analysis of trust in the healthcare setting. Research Purpose. The research aim was to gather, assess, and synthesize previous empirical evidence from the field of healthcare about the concepts of trust in the leader and trust in the organization. Motivation for the Study. To create a comprehensive and generic concept analysis of trust in the leader and organization for the healthcare sector based on recent empirical studies. Research Design and Method. A concept analysis, which followed the method presented by Walker and Avant, was conducted as a systematic review that adhered to the PRISMA guidelines. A total of eight databases were searched for relevant literature and 42 articles were included. Main Findings. The definitions of trust in the leader and the organization were based on emotion and cognition. Trust in the leader emerged as a core feature of collaborative leader-employee relationships, whereas trust in the organization was a key construct of organizational functioning. Trust in the leader and the organization contributed to commitment, increased work production, enhanced collaboration, and improved workplace well-being. Defense mechanisms were identified as a new contrary concept, while justice was found to be a related concept. Contribution. Both trust in the leader and trust in the organization positively impact an organization, nurse leaders, and employees. Deeper knowledge of trust and its attributes will be critical to the operationalization and estimation of levels of trust in healthcare organizations. Managerial Implications. Trust in the leader and the organization can significantly influence the attractiveness of an organization, retention of personnel, productivity, and work-related well-being. Thus, this aspect should be measured and developed systematically while acknowledging the antecedents of trust building. [ABSTRACT FROM AUTHOR]

Aims. This study was designed to investigate the impact of inclusive leadership on challenge-oriented citizenship behaviors and examine the mediating role of organizational justice on the relationship between inclusive leadership and challenge-oriented citizenship behaviors among nurses. Background. Leaders exhibiting an inclusive leadership style have the potential to create a positive work climate and motivate members of the organization. However, the mechanisms by which organizational justice contributes to this process remain to be explored, particularly in terms of how it motivates challenge-oriented organizational citizenship behaviors. Method. A cross-sectional questionnaire survey was conducted among nurses in China at the end period of the COVID-19 pandemic. A total of 527 registered nurses were enrolled and completed the self-report questionnaires including inclusive leadership scale, organizational justice scale, and challenge-oriented citizenship behavior scale. The hypotheses were tested using hierarchical multiple regression analyses and structural equation modelling. Results. The results of empirical tests revealed that nurse leader's inclusive leadership had a positive relationship on nurses' challenge-oriented organizational citizenship behaviors (β = 0.823, p < 0.001) after controlling several demographic covariates. Meanwhile, inclusive leadership was positively linked to organizational justice (β = 0.747, p < 0.001), and the indirect effect of inclusive leadership on nurses' challenge-oriented citizenship behaviors through organizational justice was statistically significant (β = 0.641, p < 0.001). Furthermore, the model fit indices were χ2/df = 1.952, RMSEA = 0.043, CFI = 0.979, and TLI = 0.977, indicating that the model had high quality. Conclusion. This study could help nurse leaders with inclusive leadership style have a better understanding and taking the advantages of the influence mechanism of organizational justice in inspiring nurses' challenge-oriented citizenship behaviors. While nurse managers can inspire challenge-oriented organizational citizenship behaviors through inclusive leadership, they should also emphasize the evaluative and behavioral-shaping effects of organizational justice. Both leadership and organizational justice are essential to motivate challenge-oriented organizational citizenship behaviors and to foster organizational development. Moreover, managers should focus on the process and conditions of implementing organizational justice to ensure fairness within the organization and to create a conducive environment for challenge-oriented organizational citizenship behaviors. [ABSTRACT FROM AUTHOR]

Background. The link between organizational culture, organizational trust, job satisfaction, and team-based practice among nurse practitioners (NPs) has not been examined simultaneously. Aim. To identify the effects of organizational culture, organizational trust, and other factors on NPs such as job satisfaction and team-based practice. Methods. We used a cross-sectional design with a national sample. Data were collected using an online survey of 1,100 NPs working in acute care settings. The survey included demographic and working characteristics, the Organizational Culture Scale, the Organizational Trust Scale, the Misener Nurse Practitioner Job Satisfaction Scale (MNPJSS), and the NP-physician relations (NP-PR) subscale of the Nurse Practitioner Primary Care Organizational Climate (NP-PCOCQ). Multiple regression analysis with a stepwise selection method explored potential factors that influence job satisfaction and team-based practice. Results. A learning environment, psychological safety, senior leadership support, commitment to the organization, and the organizational culture and trust were positively associated with higher job satisfaction, which accounted for 49.2% of the variance in NPs' job satisfaction. Organizational trust, commitment to the organization, and learning environment promoted better team-based practice significantly. Also, NPs working a fixed shift pattern showed higher levels of team-based practice. These factors accounted for 23.66% of variances in team-based practice. Conclusion. Organizational culture and organizational trust affect the job satisfaction and team-based practice of NPs in acute care practices. Implications for Nursing Management. Acute care hospitals are encouraged to develop policies to enhance a learning environment, a supportive organizational culture, and trust in NPs' practice. [ABSTRACT FROM AUTHOR]

Aim This paper describes the development of a coherent framework that develops nursing knowledge and guides research in workplace behaviours, work performance, and the factors that influence behaviours and performance. Background Work performance is dependent upon behaviours that are related to one's commitment towards their workplace and leadership interactions. The influence of these concepts on work outcomes has been established in disparate studies, but their precedence in terms of influencing workers' behaviours, is not well understood. Methods A scientific realism approach is applied, where theory and current research in the field of organisational behaviour and work motivation are drawn upon to identify validated constructs and explain their relationships. Discussion An augmented framework is produced, incorporating concepts of relevance to work motivation and work attitudes. Propositions, predicated on research evidence, are offered. Conclusions A novel comprehensive framework is developed, extending the range of behaviours important to workers and the organisation. Implications for Nursing Management Focusing on targets for which nurses are affectively committed can prove useful to managers. The developed framework can be informative to managers by increasing awareness of the relationships between concepts, such that they are mindful of these constructs while interacting with staff. [ABSTRACT FROM AUTHOR]

Aim: To explore the impact mechanism of transformational leadership and clan culture on the willingness to stay of nursing staff in the aged care industry. Background: Previous researchers had paid much attention to the leadership and culture, yet it was unclear how the transformational leadership and clan culture influence the willingness to stay of nursing staff, especially those in the aged care industry. Methods: A questionnaire was conducted in an aged care agency in Anhui Province, with a total of 217 valid questionnaires collected for empirical analysis. Results: (a) Transformational leadership indirectly affects willingness to stay by affecting organisational commitment and job satisfaction. (b) Clan culture also affects the willingness to stay by affecting their organisational commitment and job satisfaction. (c) Professional identity also has a significant positive impact on the willingness to stay. Conclusions: The findings of the study emphasize the importance of transformational leadership and clan culture in enhancing the willingness to stay of nursing staff in the aged care industry, and clarify the specific impact mechanism. Implications for Nursing Management: Nurse leaders in the aged care agencies should improve transformational leadership, and strive to build clan culture to help retain nursing staff better. [ABSTRACT FROM AUTHOR]

The aim of this study was to identify factors affecting the noise management performance of adult intensive care unit (ICU) nurses in Korea. The ICU environment is exposed to various types of noises due to the use of medical devices for the treatment of critically ill patients. The noise has an adverse effect on nurses' health and their nursing performance, which might potentially threaten patient safety. A cross-sectional study was conducted with a total of 148 nurses working in adult ICUs from two university hospitals in Korea. Data were collected using self-administered questionnaires, which included various aspects such as noise knowledge, response to noise, patient safety culture, and noise management performance. Multiple regression analysis revealed that teamwork (β = 0.33, p = 0.004), patient safety policy, and procedure (β = 0.25, p = 0.037), which were subscales of patient safety culture, as well as frequency of noise experience (β = 0.16, p = 0.030) were significant factors affecting adult ICU nurses' performance of noise management. This study provides a significant basis for promoting adult ICU nurses' performance in noise management. A structured policy and procedure for noise management should be established for reducing noise in adult ICUs. In terms of nursing education, it is necessary to consider and develop team-based training programs to promote noise management performance in the ICU. Nurse managers and nursing organizations should consider how to create conditions in which nurses can recognize the importance of noise reduction and perform well in noise management. [ABSTRACT FROM AUTHOR]

Aim. To bring insights into how healthcare managers and staffing assistants work to achieve sustainable working hours within a participatory scheduling system. Background. Hospital nurses and assistant nurses often work on rotating shifts, which affects their opportunities for sleep, recovery, and work-life balance. In Sweden, a participatory scheduling approach is commonly used, where working hours are planned in collaboration between employees, managers, and staffing assistants. Influence over working hours is related to positive outcomes among shift workers. However, it also places responsibility on the employee to schedule working hours that promote health and patient safety, i.e., sustainable working hours. Accordingly, the organisation has responsibilities to support the employee in this regard. Methods. Semistructured individual interviews were conducted with 11 managers and 9 staffing assistants from four Swedish regions and analysed using thematic analysis. Results. Several key factors for achieving sustainable working hours within the context of participatory scheduling were described: distribution and clarity of responsibilities, allocating time for scheduling, establishing shared responsibility, considering fairness, fostering an individual relationship with the employee, managing dissatisfaction, providing support, clarifying guidelines for sustainable scheduling, managing inconsistencies between employee requests and sustainable working hours, and considering recovery opportunities and the competence mix on shifts. Additionally, contextual factors, such as staffing levels, working procedures, working time arrangements for night work, and technological support, were highlighted as important. Conclusion. Achieving sustainable working hours within participatory scheduling involves considering the interactions between factors at the levels of the organisation, the individual, and the technological systems. Implication for Nursing Management. Nurse managers and staffing assistants must work closely with their employees during participatory scheduling to ensure sustainable working hours. Key goals in this regard include establishing a shared responsibility, clarifying responsibilities and guidelines for sustainable scheduling, and allocating time for the scheduling process. [ABSTRACT FROM AUTHOR]

Aims. This study examines the importance of senior-leader presence on the "frontline" in times of crisis. Background. The COVID-19 pandemic placed unprecedented demands on nurses charged with delivering critical care. Extant research suggests that the active presence of ward-level leaders has an important role to play in supporting frontline staff and mediating the negative impacts of stress and burnout. There is little evidence on the impact of senior leader presence or absence on the experience of frontline critical care nurses, particularly at times of crisis. Methods. A three-phase qualitative interview study of critical care nurses in the UK and Ireland. A total of 107 semistructured interviews with 54 nurses representing 38 different healthcare units. Results. Senior-leader presence at the time of crisis serves as an important symbol of organisational support. Where senior leaders are not meaningfully present, they risk allowing the necessary pain of difficult work situations to become toxic. Toxicity is manifested with increased staff stress, emotional ills, absence, and turnover. Conclusions. Senior leaders must balance their responsibilities for strategy and structures with the frontline presence required to shape a positive emotional climate. Implications for Nursing Management. Senior managers should consider supplementing their strategic focus with punctuated returns to the floor. Symbolically, leaders who get their hands dirty embody a sense of mutual struggle and practical support. Managerially, time on the floor increases the opportunities for collecting primary data to improve decision-making and support. [ABSTRACT FROM AUTHOR]

There is a global nurse shortage, and researchers have made great efforts in trying to unveil the reasons for turnover and how to increase retention. However, such research has had a tendency to study variables related to intention to leave (ITL) or turnover as isolated phenomena. Objective. To simultaneously explore what factors motivate experienced nurses in the workplace and the underlying reasons for strong ITL and high staff turnover within the profession. Design. An inductive qualitative content analysis was used based on data from open-ended survey questions. The data originated from the longitudinal analyses of nursing education/employment/entry (LANE) in work-life study. The qualitative data analyzed in this study were distributed in October 2017–January 2018, to all nurses in three cohorts corresponding to 11-, 13- and 15-year postgraduation. Of the 2,474 nurses answering the survey, 1,146 (46%) responded to one or more of the open-ended questions. Results. The result showed that what motivates experienced nurses, their intention to leave (ITL), and reasons for turnover could be described in the form of five broad categories, namely, organizational characteristics, work characteristics, relationships at work, work recognition, and health issues. There was rarely a one single reason described, rather several reasons needed to be experienced over time for nurses to stay motivated or leave the profession. Conclusions. There is no single reason that makes nurses leave the profession, nor is there one single reason that makes them motivated to stay. Retention and turnover are complex processes and need to be addressed as this, not as a single isolated phenomenon. [ABSTRACT FROM AUTHOR]

Aim. The aim of this study is to investigate the unique contributions of two distinct dimensions of leaders' narcissism—admiration and rivalry—to nurses' organizational citizenship behavior towards the leader and the mediating role of nurses' challenge appraisal and hindrance appraisal based on the transactional stress theory. Background. Leaders' narcissism is widespread in hospitals, so whether nurses will show organizational citizenship behavior to narcissistic leaders is related to the harmony and stability of the team. Thus, clarifying the positive or negative relationship between leaders' narcissism and nurses' organizational citizenship behavior towards leaders has become a priority. Methods. A cross-sectional survey was conducted at two-time points with 280 Chinese nurses. We used the structural equation model to analyze our data. Results. We found that leaders' narcissistic admiration was positively correlated with nurses' organizational citizenship behavior towards the leader; however, leaders' narcissistic rivalry was negatively correlated with nurses' organizational citizenship behavior towards the leader. Furthermore, mediation analyses revealed that leaders' narcissistic admiration had a significant indirect effect on nurses' organizational citizenship behavior towards leaders via challenge appraisal, and leaders' narcissistic rivalry had a significant indirect effect on nurses' organizational citizenship behavior towards leaders via hindrance appraisal. Conclusion. By introducing two dimensions of narcissistic admiration and rivalry, we resolve previous contradictory findings about the relationship between leader narcissism and organizational citizenship behavior towards the leader. Implications for Nursing Management. Nursing managers need to understand that there are both positive and negative relationships between leaders' narcissism and nurses' organizational citizenship behavior towards the leader, and we can promote the positive effects of leaders' narcissistic admiration and curb the negative consequences of leaders' narcissistic rivalry by taking some specific steps, such as promoting the loving cooperative atmosphere and punishing disruptive behaviors. [ABSTRACT FROM AUTHOR]

Purpose. This study aimed to develop a group organizational learning activity inventory for evidence-based practice (EBP) institutionalized by hospitals and to verify its reliability and validity. Methods. A draft inventory was created after verifying content and face validity of draft items developed based on interview data and materials used in EBP implementation. Construct validity and reliability were assessed cross-sectionally through an anonymous self-administered survey conducted via web and printed questionnaires. Construct validity was confirmed using exploratory and confirmatory factor analyses, and internal consistency and convergent/discriminant validity were verified. Inventory structure was determined using the theoretical model based on the hypothetical constructive concept. Temporal stability was assessed two weeks after the initial survey. Result. A draft inventory comprising 12 factors and 47 items was created based on 95 draft items. Data from 371 nurses across 55 departments in 12 hospitals were analyzed. The inventory comprised 8 factors and 40 items based on the theoretical model. The comparative fit index was 0.86, the Tucker–Lewis index was 0.85, the root mean square error of approximation was 0.09, and standardized root mean square was 0.04. Cronbach's alpha of each factor was ≥0.8, and the temporal stability was moderate. Conclusion. We developed the group organizational learning activity inventory, comprising 8 factors and 40 items. Though construct validity was low, the reliability and concurrent/convergent validities were confirmed. This inventory contains new factors that measure the group activities to ensure EBP's continuation in hospitals: forming common knowledge, understanding the value of EBP in groups, and fostering ownership thereof. Using this inventory, departments that introduced EBP can evaluate the extent of activities leading to nurses' continuation of EBP and find the improvement point. [ABSTRACT FROM AUTHOR]

Aim. We aimed to conceptualise how environmental, institutional, and organisational dynamics of the ED underpin and "moderate" nurses' emotional labour. Background. Around the globe, EDs are struggling to meet rising patient demand including both UK health systems and public services in the US. In spite of these challenges and the intense and distinctive nature of EDs, an exploration of emotional labour is largely missing from current understanding. This is important, in part because emotional labour is established as an indicator of wellbeing including intention to leave, burnout, and compassion fatigue. We understand little of how the environment moderates emotional labour, and our study addressed this problem in the ED. Understanding the moderators of emotional labour, organisational perspective also offers theoretical development. Methods. Ethnography enabled immersion in the ED setting, gathering the lived experiences and narratives of the ED nursing team. This included 200 hours of observation at one District General Hospital and one Major Trauma Centre in the English NHS with 35 semistructured concurrent formal interviews. Results/Conclusions. The ED calls for an extensive spectrum of emotional labour from staff, influenced and moderated by the restrictions on resources, particularly time. We argue that, despite the often short nature of interactions undertaken in ED, the labour required is effortful and gruelling for staff. Understanding the relevance of environmental elements, namely, time, to the emotional labour offers tangible opportunities for improvement. These new understandings can underpin solutions to negative consequences of this work. Suggested measures and interventions to alleviate the impact of emotional labour should be prioritised by policy makers and those tasked with managing, designing, and leading the delivery of care in ED. Implications for Profession and/or Patient Care. The more "sped up" a service is required to be, the higher the likelihood of emotional labour is. In light of the challenges facing healthcare services around the world and the increased throughput through services, particularly in ED, this is important. This is also critical when considering that there are well-established relationships between emotional labour and wellbeing in nursing. Understanding the relevance of the healthcare environment to staff members' experiences of emotional labour is critical in designing solutions which counterbalance the potentially negative consequences of this work. [ABSTRACT FROM AUTHOR]

Aims. This systematic review aimed to identify, evaluate, and synthesise the results of the studies that examine the relationship between nurse managers' leadership practices and staff nurses' work engagement in hospital settings and to provide recommendations for improvement and further research. Background. A lack of supportive leadership is identified as one of the most common reasons nurses leave employment. To meet the global shortage of nurses, nurse managers need to maximise staff retention and work engagement. Evaluation. A systematic review was conducted to identify research published between 2010 and 2021 and registered in PubMed, CINAHL, PsycINFO, Embase, EMCare, and Eric databases. The methodology guidelines outlined in the Joanna Briggs Institute (JBI) Methodology for Systematic Reviews were followed, and the results were reported using the PRISMA 2020 guidelines. The review protocol was registered with PROSPERO (ID CRD42021277463). Key Issue. Eleven (11) studies from 12 articles were included in this review. Three main leadership style themes were identified, and these showed statistically significant direct and indirect relationships with nurses' work engagement: relationally focused, task-focused, and lack of leadership. Work engagement was mainly assessed in terms of dedication, absorption, and vigour. The effects of leadership styles on work engagement were found to be mediated by trust in the leader, environmental resources such as structural empowerment, six work-life areas (workload, control, values, community, rewards, and fairness), person-job fit, organisational support, leader-member exchange, and personal resources such as self-efficacy and decision authority. Conclusion. This review found a significant correlation between positive nurse manager leadership style and the work engagement of registered nurses. Implications for Nursing Management. The results of this review suggest that nursing work engagement can be improved by implementing relational leadership behaviours. The findings of this review will be useful for developing appropriate nurse leaders' leadership styles, improving their workplace environments, and planning leadership training. It is essential to acknowledge the indirect effects of nurse leaders' leadership styles and their mediating factors on work engagement while developing interventions for staff nurses. [ABSTRACT FROM AUTHOR]

Background. Care home managers' leadership is recognised as directly influencing the care received by people living with dementia. What enables care home managers to promote and sustain person-centred care for residents is less well understood. Method. A mixed-methods systematic review synthesised evidence on care home managers' leadership on the delivery of person-centred care for people living with dementia. Electronic databases (PubMed, Scopus, Cochrane Library, CINAHL, and Google Scholar) were searched between 2009-2021. Thematic synthesis identified commonalities, facilitators, and barriers to managers enabling person-centred care. Results. Twenty-one studies met the inclusion criteria. Approaches demonstrated by care home managers that enabled person-centred care for people living with dementia included valuing and recognising staffs' work; involving residents and relatives in decision making; providing feedback to staff; promoting a positive work environment and care culture; and involving staff in organisational changes. Barriers to person-centred care were a lack of organisational support for care home managers; staff shortages; managers not having time to work with staff; manager-staff turnover; limited access to dementia training; and a lack of leadership education and training for care home managers. Conclusion. Care home managers are central to the delivery of person-centred care for people living with dementia. The review identified key resources and activities that support this work. The wide variation in leadership approach and a persistent lack of detail about the frequency of educational and organisational support demonstrate a need to explore what enables care home managers to support their staff to deliver person-centred care. [ABSTRACT FROM AUTHOR]

Aim: This review aims to identify the factors influencing the transition and retention of mental health nurses during the initial years of practice, recognize gaps in the literature and propose evidence‐based strategies. Background: Mental health is a challenging specialty; recruitment, transition and retention of mental health nurses are known issues of concern. Evaluation: The present study undertakes a scoping review to identify factors influencing the transition and retention of mental health nurses during the initial years of practice and the gaps in that research domain. A literature search was conducted using electronic databases. To gain an understanding of the topic of interest, the review of the literature extended from 2000 to 2022. Key issues: Existing evidence focuses on specific perspectives of transition. There is limited literature on factors influencing transition and retention among mental health nurses. Findings suggested that personal and professional factors could influence the transition and retention of mental health nurses during the initial years of practice. The main themes identified were personal attributes and professional factors with a number of subthemes. Conclusion: The scoping review identified only a few studies, which showed personal and professional factors related to the transition and retention of mental health nurses at the early stages of their career. Implications for nursing management: Potential benefits of effective transition and support with the understanding of factors influencing transition and retention of early career mental health nurses will enhance staff morale, sustainability of the workforce and better patient outcomes. Additionally, a few recommendations for nurse managers and leaders to improve transitional experiences and retention of early career nurses are highlighted. [ABSTRACT FROM AUTHOR]

Aim(s): This study aims to investigate care unit managers' perceptions of how the COVID‐19 pandemic influenced their ability to support the nurses. Background: The COVID‐19 pandemic placed extreme pressure on health care organizations. More knowledge regarding how the pandemic influenced care unit managers' ability to support nurses is central to ensuring high‐quality health care in future crises. Method(s): A mixed‐methods study in Swedish hospitals with a survey (n = 128) and interviews (n = 20) with care unit managers. Results: Approximately half of the managers reported having spent more time available to and supporting the nurses. Availability was positively predicted by their perceived organizational support while negatively by their job demands. These job demands concerned meeting staff anxiety and managing organizational restructuring. Full focus on direct patient care and strong professional and social support were important job resources. Conclusion(s): For care unit managers to effectively support the nurses during a crisis, they need proficient job resources and moderate job demands. Managers' perceived organizational support positively affects the quality of their crisis leadership. Creating arenas in which staff collegiality can form and develop is beneficial for the ability to meet future crises. Implications for Nursing Management: This study specifies important job resources that should be acknowledged and reinforced to strengthen the ability of care unit managers to actively support the nurses during a crisis. [ABSTRACT FROM AUTHOR]

Aim: This study aims to examine factors related to the job satisfaction of triaging nurses and their professional capability in the clinical setting. Background: Triage is a complex process that relies on making decisions in favour of the patient and his treatment. The professional capability of a triaging nurse is an important psychological construct of job satisfaction. Methods: The study used a mixed‐method methodology, with data collection based on an explanatory research design. The research instrument in the quantitative part was a survey questionnaire, and in the qualitative part, a semi‐structured interview. The results were integrated using the 'Pillar Integration Process'. Results: There are significant relationships between professional capability and job satisfaction. Six main topics were exposed: characteristics and traits, work organization, safety is the key, burdening circumstances, capability and self‐evaluation. Conclusion: Professional capability is associated with job satisfaction. The necessary managerial changes should be made to achieve job satisfaction and develop professional competence while focusing on already trained and competent triage nurses, as satisfied triage nurses will stay longer in the institution. Implications for Nursing Management: The manager's job is to be aware of the level of job satisfaction, take care to develop their employee's professional capability and take action in case of disrupted balance. [ABSTRACT FROM AUTHOR]

Aim: This study aims to establish postgraduate students' perceptions of the organizational culture and readiness for evidence‐based practice of their workplaces in the Kingdom of Saudi Arabia. Background: Nurse shortages and a reliance on a transient nurse workforce have long been a challenge in the Kingdom of Saudi Arabia. Developing a home‐grown nurse workforce, a key objective of the Government of Saudi Arabia, can help to address this. Evidence‐based practice offers a mechanism to address this. Evidence‐based practice implementation is heavily reliant on the prevailing organizational culture. Establishing the organizational culture and readiness for evidence‐based practice is crucial for sustainable evidence‐based practice implementation. Methods: A pre‐experimental pilot study collected data from the same participants at three different points. As part of this, a questionnaire measuring organizational culture and readiness for evidence‐based practice was administered twice. Descriptive, inferential and correlational statistics were employed to analyse the data. Results: Results demonstrated improved participant perceptions of the organizational culture and readiness for evidence‐based practice of their workplaces between the first (M = 76.58, SD = 19.2) and second (M = 92.10, SD = 23.68) data collection points, indicating moderate movement towards a culture of evidence‐based practice. Strengths, challenges and opportunities for improvement were identified. Conclusion: This study established participants' perceptions of the organizational culture and readiness for evidence‐based practice of their workplaces, affording insight into context‐specific strategies to embed evidence‐based practice in health care organizations. Implications for Nursing Management: Assessing an organization's culture and readiness for evidence‐based practice (EBP) can afford insight on the strengths, challenges and opportunities that exist to equip nurse managers to advance evidence‐based practice at individual, professional and organizational levels. This study demonstrated the importance of promoting an environment conducive to EBP and putting in place the necessary resources to support evidence‐based practice implementation. Nurse managers can play a central role in this. [ABSTRACT FROM AUTHOR]

Aim: The aim of this work is to examine the effect of multicomponent interventions on enhancing the level of confidence of staff nurses with evidence‐based practice in an acute care hospital in the United Arab Emirates. Background: Evidence‐based practice is one of the strategic pillars of nursing practice and a key to organizational success. To effectively implement and sustain evidence‐based practice programmes in clinical sites, well‐designed implementations can promote staff attitude, knowledge, skills, and confidence in translating research evidence into optimal patient care. Methods: Experienced and bachelor prepared nurse managers in collaboration with the clinical resource nurse undertook condensed staff training and interventions for the evidence‐based practice programme, where 70 registered nurses participated. The intervention was conducted over a period of time extending from December 2019 until December 2020. The study design is quasi‐experimental using the pre‐ and post‐Self Efficacy Assessment tool to gauge the nurses' confidence in evidence‐based practice. Also, SPSS software was used to explore the effect of the programme. Results: Higher significant score on the evidence‐based nursing practice self‐efficacy scale postprogramme was noted (t = −7.667 and p value <.001). Conclusion: Participating in a well‐structured evidence‐based practice programme would positively enhance the nurse's confidence in the programme implementation and promote an evidence‐based practice culture in clinical settings. Implications for Nursing Managers: Nurse managers must recognize their critical role in promoting evidence‐based practice among nurses. A focused and well‐designed intervention may assist in establishing a culture of evidence‐based practice to ensure the best patient outcome. [ABSTRACT FROM AUTHOR]

Aims: This study investigates the effects of ethical climate and innovative culture on the hospital nurses' job performance and innovative behaviour with the mediating factor of psychological empowerment. Background: Hospital nurses have an opportunity to embrace innovative behaviours and increase their performance through a positive ethical climate and innovative culture. Understanding nurses' psychological empowerment in the workspace context that impacts innovation has not been a focus for hospital leadership. Methods: A cross‐sectional study based on a questionnaire design was used for data collection and analysis. The data are collected through a voluntary survey—selected by a convenience sampling method—of 393 nurses from University Hospital. The Structural Equation Model and Bootstrap method test the study's hypotheses. A STROBE checklist was used for reporting. Results: Ethical climate and innovative culture predict job performance and innovative behaviour with the mediating role of psychological empowerment. Moreover, psychological empowerment decreases the predictive power of ethical climate and innovative culture separately but increases the nurses' job performance and innovative culture. Conclusions: Ethical climate and innovative culture significantly positively affect job performance and innovative behaviour. Additionally, the mediating effect of psychological empowerment increases job performance and innovative behaviour more than the effects of ethical climate and innovative culture. Implications for Nursing Management: Nurses need to be prepared to practice safely, accurately and compassionately by translating moral values into rules of the nursing profession, where innovation increases at an astonishing rate. Nurse leaders and hospital managers should establish ethical norms as the consensus of ultimate criteria of validity of the rational analysis of tasks or particular nursing practice concepts, with an innovative culture by empowering nurses exceedingly in their workplace. [ABSTRACT FROM AUTHOR]

Aim: The aim of this study is to evaluate health care professionals' perceived organizational support and its effect on their compassion, resilience and turnover intention in the United Arab Emirates. Background: The COVID‐19 pandemic exerted unprecedented pressure on health care systems, professionals and management systems. Health care organizations begin to explore their roles and function in relation to risks and resilience, in addition to ascertain what level of organization support they are providing to their workers. Methods: A cross‐sectional study was conducted with a questionnaire administered to 538 health care workers, to examine their personal resources and organizational support during the pandemic. Results: A total of 37.7% of nurses were found to have a moderate level of resilience, logistic regression showed that being married is a protective factor against resigning from the profession (OR = 0.462, P =.012, 95% CI: 0.254–0.842), and health care workers who perceived higher organizational support were approximately 50% less likely to have a turnover intention (OR = 0.506, P =.009, 95% CI: 0.303–0.845). Multiple linear regression model indicated significantly higher resilience among physicians (β = 0.12, P <.05) and allied health care practitioners (β = 0.12, P =.022). Organizational support had a significant positive relationship with resilience scores (β = 0.20, P <.001); adequate training was significantly related to higher compassion levels (β = 0.11, P <.05) and high organizational support scores were associated with increased compassion scores (β = 0.27, P <.001). Conclusions: Front‐line health care workers reported moderate organizational support during the pandemic, commensurately reflected in moderate levels of personal resilience and self‐compassion. Continued and better support is vital for employee sustainability and the increased health system performance, including quality of care and patient outcomes. Implications for nursing management: Nurse managers should help health care workers improve self‐care strategies by strengthening personal resources, including shortened duty hours, offering adequate break time, providing a safe work climate and purveying adequate personal protective equipment and supplies to combat infections. They should build an empathetic work environment through understanding the needs of staff, helping tackle their work stress and sustaining cultures of compassion through promoting rewarding and flexibility strategies. Moreover, policymakers and nurse mangers should create a rewarding culture for nurses and other health care workers to increase their commitment to their jobs. [ABSTRACT FROM AUTHOR]

Aim: To gain insight into how emergency department nurses and doctors perceive the experience of being offered the opportunity to request a patient follow‐up as part of a structured debrief initiative. Background: An increased prevalence of burnout and compassion fatigue amongst emergency clinicians is being recognized globally. A wellbeing initiative has been implemented within a large public hospital emergency department to combat these phenomena. Method: A qualitative research approach using semi‐structured interviews was carried out to explore the participants' views relating to the debrief/follow‐up initiative. Results: A total of 17 face‐to‐face semi‐structured interviews were conducted. This research highlighted a number of common themes including the participants understanding and perception of the follow up initiative, the barriers and enablers of effective implementation, and the perceived benefits of following up on patient outcomes in the emergency setting. This research identified unanimous support for the initiative. No negative implications relating to the initiative were identified. Conclusions: This study indicates the positive impacts of employing a deliberate and formalized approach to enabling staff to access follow‐up information about the patients for whom they provide life‐giving care. Implications for Nursing Management: Nurse Unit Managers should consider the findings of this research and understand the crucial role that nursing leadership can play in fostering the design and implementation of similar initiatives. [ABSTRACT FROM AUTHOR]

Aim: The aim of this study is to summarize conceptual models of nurses' organizational well‐being and identify common variables among them. Background: To understand how the characteristics of an organizational context affect workers' well‐being, numerous conceptual models have been developed. Such models have been conceptualized in various working contexts other than health care and not always considering the particularities of the profession of nursing. Evaluation: This integrative review was conducted using the resources of PubMed, CINAHL, Scopus and the Cochrane Library, up until March 2022, and by applying a modified version of Cooper's five‐stage methodology, in accordance with the PRISMA guideline. Key issues: Six reference models focused on different organizational variables and used to evaluate nurses' organizational well‐being were identified: the Effort‐Reward Imbalance (ERI) model; the Job Demands‐Resources (JD‐R) model; the Utriainen et al. model; the Demands‐Resources and Individual‐Effects (DRIVE) model; the Well‐Being, Health‐Promoting Lifestyle and Work Environment Satisfaction (WHS) model and the Nursing Worklife Model (NWM). Conclusion: There is no consensus in the nursing literature on an all‐encompassing conceptual model of nurses' organizational well‐being or on working environment characteristics to be studied or monitored for defining nurses' well‐being. Implications for nursing management: Coming to a consensus on the definition of a nurses' organizational well‐being model and its variables would facilitate nursing management in monitoring and intervening on nurses' work‐life quality and in improving nursing performance and caring outcomes. [ABSTRACT FROM AUTHOR]

Aim: This study aimed to reveal the opinions and experiences of male and female nurses concerning the nursing work environment in hospitals. Background: The quality of the nursing work environment greatly impacts the improvement of the patient, nurse and organizational outcomes. Therefore, a better understanding of the experiences of male and female nurses can contribute to the creation of a more positive work environment. Methods: In this descriptive qualitative study, data were collected with semi‐structured interviews conducted in 2020 with 18 nurses who were recruited via purposive and maximum variation sampling. Data was analysed with content analysis. Results: The content analysis revealed two major themes (the effects of gender on workplace practices and the image of nursing and gendered communication in the nursing work environment) and eight subthemes. Conclusion: This study concluded that male and female nurses experience advantages/disadvantages and similarities/differences in the nursing work environment and that both male and female nurses experience challenges regarding workplace relations and the work environment. Implications for Nursing Management: A better understanding of the problems associated with the different experiences of male and female nurses in the workplace may help nurse managers to create a more positive work environment. [ABSTRACT FROM AUTHOR]

Aim: The aim of this study is to assess the perceptions of patient safety culture among emergency room nurses in Jordan. Background: Patient safety culture is considered an international priority for health care institutions. There is a lack of studies on patient safety culture among emergency room nurses in international and Arab countries including Jordan. Methods: A cross‐sectional design was used to perform among emergency room nurses (N = 424) who are working in two health sectors (government and private) in Jordan. Results: Results showed that the total perception mean of patient safety culture was 70.6% (M = 3.87, SD = 0.64), which indicates that the perceptions of patient safety culture among emergency room nurses need potential for improvement. Three areas in patient safety culture were reported as strong, including teamwork within units (77.4%; M = 3.87, SD = 0.64), feedback and communication about the error (76.6%; M = 3.83, SD = 0.65) and organisational learning‐continuous improvement (75.4%; M = 3.77, SD = 0.63). The lowest scores were for areas of frequency of events reported (63.6%; M = 3.18, SD = 0.99) and handoffs and transitions (64.4%; M = 3.22, SD = 0.78). Patient safety culture was correlated with income, educational level and principal of patient safety. Conclusion: Regular assessment for emergency rooms is required to provide essential information to hospital managers on the areas that need improvement to promote patient safety culture. [ABSTRACT FROM AUTHOR]

Aim: The aim of this work is to examine whether nurses' pathological narcissism and interpersonal cognitive distortions predict workplace bullying when controlling for organizational culture, work‐related factors, and demographic variables. Background: To eradicate workplace bullying, a multifaceted holistic approach to identify potential predictors is needed. Nurses' narcissistic behaviours negatively affect collegial relationships and the organization. Furthermore, interpersonal cognitive distortions have been demonstrated to directly affect bullying and victimization. Methods: Responses from 236 nurses to an online survey were analysed. The Pathological Narcissism Inventory, Interpersonal Cognitive Distortions Scale, Positive Nursing Organizational Culture Measurement Tool, and The Negative Acts Questionnaire‐Revised were used to measure the key variables. Results: A multiple regression analysis revealed that pathological narcissism (β =.33, p <.001) had the greatest effect on nurses' workplace bullying, followed by positive organizational culture (β = −.31, p <.001), interpersonal cognitive distortions (β =.17, p =.028), marital status (β = −.15, p =.020), and position (β = −.12, p =.047). Conclusions: Although prejudice or stigma surrounding narcissistic personalities should be avoided, nurses should be aware of and manage such characteristics so that they do not become a factor in workplace bullying. Implications for Nursing Management: There is a need to protect nurses from workplace bullying and create a positive organizational culture by recognizing narcissistic traits and preparing intervention strategies that support improvement. [ABSTRACT FROM AUTHOR]

Aim: The aim of the current study was to examine the relationship between work engagement and perceived organisational support and self‐efficacy among registered nurses in Jordanian hospitals. Background: Nurses constitute the backbone of the health care system. Work engagement among nurses is critical due to its various positive outcomes: it enhances job satisfaction, job performance, organisation commitment and emotional health. According to the job demand–resource model, perceived organisational support and self‐efficacy increase work engagement. Method: A cross‐sectional, descriptive and correlational design and multistage cluster sampling were implemented. A total of 186 registered nurses were recruited. Self‐administered questionnaires were used to collect data from the participants. Results: Nurses showed an average level of work engagement. The dedication subscale showed the highest score among the three subscales representing work engagement. The results showed that perceived organisational support and self‐efficacy were positively correlated with work engagement (p <.01). Conclusion: Perceived organisational support and self‐efficacy correlated positively with work engagement. Implications for nursing management: An effort should be made to provide a supportive work environment by offering training programmes, sufficient job resources and positive feedback, which, in turn, improve nurses' work attitudes, self‐efficacy, perception of the work environment and intention to stay in a health organisation. This study is a descriptive study and has an IRB number 766‐2019. [ABSTRACT FROM AUTHOR]

Aim: This study aimed to investigate the impact of self‐efficacy on the relationship between organizational climate and humanistic practice ability (HPA) in Chinese nurses. Background: To date, studies on the effect of organizational climate on nursing care have focused on care outcomes rather than care processes. Thus, this effect remains poorly understood. Methods: A total of 757 participants were sampled from three tertiary hospitals in Guangdong Province from November to December 2019; subsequently, they completed a structured electronic questionnaire. A structural equation model was used to explore the impact of nursing organizational climate on nurses' HPA. Results: A total of 688 valid questionnaires were collected. The nurses' average HPA score was 107.82 (SD 12.47). There was a positive correlation between organizational climate and HPA (r =.409, p <.05). Additionally, self‐efficacy mediated this relationship (p <.01). Conclusions: This study provides new insights into nursing organizational climate, self‐efficacy and nurses' HPA. Implications for Nursing Management: The significant mediating effect of self‐efficacy suggests that managers should implement nurse professional development programmes using targeted strategies to foster greater self‐efficacy, which could improve the quality of care and nurse–patient relationships. [ABSTRACT FROM AUTHOR]

Aims: The aim of this study is to examine the psychometric properties of the Chinese version of the Culture of Care Barometer in health care organizations. Background: There is a lack of tools to gauge the caring culture in Chinese hospitals. The Culture of Care Barometer is a psychometrically sound measure for caring culture developed in Western settings. Methods: This study was guided by Sousa and Rojjanasrira's methodological approach. A total of 2365 staff were recruited from two tertiary hospitals. The Barometer was administered with the Hospital Culture Evaluation Index and Minnesota Satisfaction Questionnaire. Results: The content validity index was calculated as 0.99. The goodness‐of‐fit indices, apart from the model chi‐square, which was statistically significant, all exceeded established thresholds for adequate fit. The internal consistency was very satisfactory. Pearson's correlation indicated that the tool has good concurrent and convergent validity. Conclusions: The Barometer is a reliable and valid instrument to assess front‐line staff perspectives on a caring culture in Chinese hospitals. Implications for Nursing Management: Nursing managers can use the Barometer to gauge the caring culture in China. Tailored interventions can be designed to address specific domains, and additional support can be provided to more vulnerable departments or staff groups. [ABSTRACT FROM AUTHOR]

Aim: The aim of this work is to evaluate nurses' experiences, barriers, and facilitators in participating in digital storytelling workshops Background: Nurses face ever‐increasing demands and work time spent in isolation, leading to burnout. Storytelling—narrative skills of listening and creativity—may encourage meaningful connections with others, especially during the COVID‐19 pandemic. However, evaluation of the user experiences of storytelling among nurses has been limited. Method: The methods used are semistructured individual interviews with 13 nurses from a public health nursing organization who participated in a 3‐day digital storytelling workshop in 2019. The interviews were audio‐recorded, transcribed verbatim, and thematically analysed using NVivo12. Results: All participants were women and half were white. Healing, human connection, and nursing pedagogy were the three main themes. Participants highlighted the organizational support in providing a safe and dedicated "space" for nurses' well‐being. They also expressed desire and willingness to participate in additional workshops outside of work hours. Conclusion: Further studies using a larger sample are needed to examine the scalability and efficacy of storytelling at work. Implications for Nursing Management: Nurses rated storytelling positively and suggested a brief version to be incorporated into nursing practice. Establishing the culture of organizational support and psychological safety was identified as the necessary antecedents. [ABSTRACT FROM AUTHOR]

Aim: To investigate the influence of perceived organisational justice, professional identity and emotional labour on nurses' job performance. Background: Previous studies have not explored the impact of professional identity and emotional labour on the relationship between perceived organisational justice and job performance. However, how to mobilize the enthusiasm of nurses and improve their job performance is the key for nursing managers to realize the sustainable development of hospitals. Methods: A cross‐sectional survey design was conducted. A total of 951 nurses from public hospitals in China participated in the survey from March–June 2021. The descriptive statistical approach, Pearson's correlation analysis and the PROCESS Macro Model 4 and 14 in regression analysis were used to analyse the available data. Results: The results showed that nurses' perceived organisational justice, professional identity, emotional labour and job performance were significantly positive correlations between every two variables, with coefficients ranging between.24 and.75. Professional identity played a whole mediating role in perceived organisational justice and job performance, accounting for 98.04% of the total effect; meanwhile, this process was moderated by emotional labour. Conclusions: Perceived organisational justice positively predicted nurses' job performance; as a mediating mechanism with moderating, professional identity and emotional labour further explained how perceived organisational justice promoted the job performance of nurses. Implications for nursing management: This study highlighted the moderated mediation role of professional identity and emotional labour between nurses' perceived organisational justice and job performance. Understanding this mechanism has guiding significance for nursing managers to improve nurses' job performance. [ABSTRACT FROM AUTHOR]

Aim: This review was conducted to map leadership styles that positively impact patients, professionals and institutions. Background: Leadership is a topic widely studied because it is a fundamental skill in establishing favourable work environments, in addition to enabling nurses to influence their team in the search for better results. Therefore, a synthesis of the various studies produced to date is essential for nurses, managers and researchers to understand the different styles of leadership that positively influence organizational results, so they can choose the style they deem most appropriate. Evaluation: An integrative literature review retrieved articles from five databases, following Preferred Reporting Items for Systematic Reviews and Meta‐Analyses (PRISMA) guidelines. The level of evidence and its quality were assessed using the criteria of the Joanna Briggs Institute. Key issues: Thirty‐five studies were included, 18 of which reported the influence of leadership styles on patients (safety), nine on professionals (burnout) and eight on institutions (turnover and absenteeism). Conclusion: Transformational leadership had positive results for patients, professionals, and institutions alike. Implications for Nursing Management: The results showed the need for nurses to improve their leadership skills, especially in the transformational style, to achieve positive results. [ABSTRACT FROM AUTHOR]

Aim: This study aimed to identify the effects of the subfactors of self‐compassion on hospital nurse burnout and provide basic knowledge for an intervention programme to prevent nurse burnout. Background: Burnout in nurses has been reported to influence their own and patients' mental health and safety. Enhancing self‐compassion can help to prevent burnout. Methods: This study involved descriptive research using a cross‐sectional design. Data were collected at H University Hospital in Korea, from January to March 2020. Of the 213 questionnaires collected, 208 were included in data analysis. Results: Burnout was higher when nurses were younger, unmarried, in poor health, general nurses, dissatisfied with their jobs, planning to leave their jobs or receiving low social support from peers. There was a negative correlation between burnout and the self‐compassion subscales. Multiple regression analysis showed that isolation and mindfulness among self‐compassion, were significantly related to burnout. Conclusions: Since individual variables and self‐compassion are major elements impacting nurse burnout, it is important for nursing organizations to investigate nurses' individual variables, including subfactors of self‐compassion, to help them prevent burnout. Implications for Nursing Management: Nurse burnout might be prevented by increasing self‐compassion. Hospital and nurse managers may employ individualized strategies to enhance nurses' self‐compassion. [ABSTRACT FROM AUTHOR]

Aims: To assess the organisational silence and learning levels among nurses of a university hospital and explore the relationship between the socio‐demographics, organisational silence and learning. Background: Organisational learning is an active process needed for improving organisational performance, and silence has a devastating impact on an organisation's capacity to learn. Methods: A cross‐sectional quantitative design was applied using two tools: the organisational silence and the organisational learning scales. Over 3 months, data were collected from 724 nurses. The data were then analysed using suitable statistical methods. Results: The organisational silence level is moderate. The organisational learning level is predominantly moderate. The association between the two scales is a weak negative correlation, yet statistically significant. The multiple regression analysis was better in predicting organisational learning scores. Conclusions: There is a highly statistically significant negative weak correlation between overall organisational silence and overall organisational learning. More researchers are invited to implement of interventions to promote speaking‐up behaviours and organisational learning in nurses. Implications for Nursing Management: Nurse managers and leaders can create a work atmosphere that encourages and promotes open communication among nurses and other health care team members, likewise, creating an environment conducive to translating experiences into organisational learning. [ABSTRACT FROM AUTHOR]

Aim: The aim of this study is to evaluate the effect of Neurolinguistic Programming practices on organizational citizenship behavior in nursing. Background: Neurolinguistic Programming practices are used for different purposes in many areas, and they can also be used to contribute to the acquisition of organizational citizenship behaviour. Methods: The research is a randomized controlled trial. The sample of the study consisted of 180 nurses. The data of the study were collected through structured face‐to‐face interviews conducted with the nurses in the sample group, Neurolinguistic Programming training group, standard training and control groups between January and April 2020 after Neurolinguistic Programming training was received by the researcher. The Chi‐squared test and the analysis of variance (ANOVA) were used to analyze the collected data. Results: A statistically significant difference was found in the total score of the organizational citizenship behaviour in the Neurolinguistic Programming training group compared with the standard training group and the control group (p <.05). Conclusions: The use of Neurolinguistic Programming practices can be an effective method for nurses to gain organizational citizenship behaviour. Neurolinguistic Programming practices can be used to achieve the desired goals, especially for the acquisition of informing and participation, tolerance and conscientiousness behaviours. Implications for nursing management: Organizational citizenship behaviour exhibited by employees is very important for organisations. With this behaviour, nurses can improve all processes, from the quality of care services they provide to patients, to satisfaction. Findings of this study may be used to increase work satisfaction of nurses and to improve the quality of services received by patients. [ABSTRACT FROM AUTHOR]

Aim: This study aims at better understanding the relationships between nurses' enacted scope of practice, work environment and work satisfaction, missed care, and organizational indicators of performance. Background: The enacted scope of practice model describes the determinants and consequences of the actual enactment of the nursing scope of practice. Method: A correlational design was used to investigate nurses' enacted scope of practice in five Canadian healthcare centres. Results: Suboptimal enacted scope of practice were found in the current sample. Significant positive correlations were found between the total enacted scope of practice score, use of qualification, control over tasks, decisional latitude and psychological demand as well as role ambiguity. Moreover, a higher enacted scope of practice was correlated with lower organizational indicators of short‐term absenteeism. Conclusion: Results suggest an insufficient deployment of nurses' enacted scope of practice, likely caused by some job characteristics, leading to lower work satisfaction and negative patients and organizational outcomes. Implications for nursing management: Optimizing nurses' enacted scope of practice would be a significant integrated strategy for improving organizational performance, patient care and nurses' satisfaction and well‐being. Nurses and frontline managers must be involved in the decision‐making process necessary to improve nurses' enacted scope of practice. [ABSTRACT FROM AUTHOR]

Aim: This study aimed to understand factors influencing decision making of older nurses around timing of retirement. Background: Global nursing shortages require flexible nurse retention strategies. Methods: An explanatory sequential mixed‐method approach: nurses across seven health care organisations within one integrated care system responded to an online survey (n = 524). Semistructured interviews and a focus group were conducted (n = 19). Results: Survey data confirmed age as a key factor influencing nurses' decision making. Factors associated with retention were flexible working conditions, financial considerations and feeling valued. Factors associated with attrition were poor or deteriorating health, stress and wish for more time with family and friends. Logit regression confirmed that flexible work patterns are the strongest predictors for working beyond retirement. Qualitative data revealed that retirement plans are accompanied by personal milestones; the work environment heavily influences these plans. Conclusions: Reasons for retirement are multifaceted, but many factors are within the control of employers. Organisational policies, practices and workplace culture have a bearing on decisions surrounding the timing of retirement. Implications for Nursing Management: Retention strategies that allow older nurses to work part‐time are key, and nurse managers need to proactively engage with older nurses to discuss their retirement plans. [ABSTRACT FROM AUTHOR]

Aim: We aim to determine safety attitudes of nurses and midwives across a Local Health District in Australia and compare results 1 year later following facilitated feedback of results. Background: Positive safety cultures are imperative for positive patient and staff outcomes. Staff member's attitude contribute to an organisations safety culture but can differ between health professional groups and across different subcultures. Method: The Safety Attitudes Questionnaire (SAQ‐Short version) was administered to all nurses and midwives within a Local Health District in NSW, Australia in 2019 and 2020. Results were facilitated back to nursing/midwifery leadership teams with an expectation of developing and enacting an action plan, based on results. Results: Of the six domains in the SAQ‐Short version, five domains scores increased significantly (p <.001) over the time period. Conclusions: Measures over time are important to establish differences in perceptions and feedback on impact of actions. Facilitated feedback of results shows meaning when nursing/midwifery leadership staff have data explained and an opportunity to discuss and plan. Implications for Nursing Management: This study shows that facilitated feedback of quantitative survey results brings improved results when a survey is replicated. Nurse managers should enact a contextualized action plan with teams based on survey results to influence improvement in safety attitudes of staff. [ABSTRACT FROM AUTHOR]

Aim: This study's aim was to describe the development of new management structures for nursing services in pilot public healthcare organizations in the Republic of Kazakhstan by focusing on cultural change from the former Soviet system to the modern nursing management system. Background: Because organizational culture plays an essential role in developing nursing management processes, the challenge in Kazakhstan is to change the deep‐rooted Soviet administration practices, such as top‐down management and the absence of a career structure in nursing, to meet the new public management system's requirements. Method: Participatory method was used to generate organizational culture change in 31 pilot organizations. Results: The organizational structures were reorganized with new nursing positions. Changes concerning nurses' job descriptions and educational requirements were introduced to the legislation. Workforce planning and work division between the healthcare professionals were suggested, allowing new operational functions for nurses. The implemented changes facilitate the culture change in the healthcare and nursing service system. Conclusion: The shift of healthcare organizations towards a modern nursing management system has started in Kazakhstan. Implications for Nursing Management: Good understanding and competence of cultural issues related to the change processes are critical in countries that are undergoing fundamental reforms in their healthcare systems. [ABSTRACT FROM AUTHOR]