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Aim(s): The study aimed to test a model that examined the relationships between authentic leadership, psychological safety, work engagement and team effectiveness and subsequent effects of team effectiveness on job turnover intentions and nurse satisfaction with quality of care. Background: Nurse leaders who exhibit authentic leadership have been shown to contribute to the development of healthy work environments. In workplaces with demonstrated authentic leadership, nurses are more engaged and have lower job turnover intentions. Method(s): A non‐experimental, cross‐sectional design was used to test the hypothesized model via structural equation modelling. A total of 456 nurses were included. Results: Structural equation modelling analysis indicated a good fit for the hypothesized model. Authentic leadership had a positive, significant and direct relationship with team effectiveness, nurses' work engagement and psychological safety. Team effectiveness was found to be negatively related to job turnover intentions but positively related to nurse satisfaction with quality of care. Conclusion(s): Results of this study may help nursing leaders have a better understanding of the essential role of leadership style in increasing healthy work environments. Implications for Nursing Management: Applying authentic leadership style in nursing practice could help to reduce the shortage of nurses stemming from the high turnover intentions of nurses. [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]

Aims: This study aimed to (a) elucidate the effects of hospital management and unit supervisor support for patient safety on nurse speaking‐up behaviours and (b) identify potential mediators of this relationship. Background: Speaking‐up behaviour among nurses has emerged as a critical source of patient safety. Fuller understanding of the developmental mechanisms contributing to nurses' speaking‐up behaviours could help to enhance patient safety in health care organisations. Methods: A correlational approach was used to conduct a secondary analysis of cross‐sectional survey data collected from 450 staff nurses in Korea. Path analysis was performed to test potential mediation effects. Results: After controlling for nurses' hospital and unit tenure, hospital management and supervisor support for patient safety had significant direct and indirect effects on nurses' speaking‐up (promotive and prohibitive voice) behaviours through their perceptions of response to error and communication openness. Conclusions: Study findings indicate that when hospital management and supervisors emphasize patient safety and provide necessary resources, nurses are likely to perceive the hospital's safety culture more positively, in turn enhancing their speaking‐up behaviours. Implications for Nursing Management: Hospital administrators and nurse managers should clearly display hospital management and supervisory support for patient safety through implementation of related policies, resources, and communication standards. [ABSTRACT FROM AUTHOR]

Aim: The aims of the study are to explore workplace violence perpetrated by patients or visitors from the perspective of hospital ward managers and to describe how ward managers perceive their leadership role and manage related incidents. Background: Few studies focus on workplace violence from the perspective of ward managers even though they are the closest managers to the operational staff. Method: Fifteen semistructured interviews were analysed using qualitative content analysis. Results: Four categories emerged: the face of workplace violence, a two‐fold assignment, strive towards readiness to act, and managing incidents. Conclusion: While the most common acts of workplace violence are considered less serious and related to patients' medical conditions or dissatisfied visitors, hospital organizations focus on serious but rarely occurring incidents. Consequently, ward managers have limited opportunities to ensure a safe work environment on an everyday basis. Implications for nursing management: To support ward managers' occupational safety and health management, workplace violence prevention and management should be acknowledged as an important responsibility for senior management in hospitals. It is important to identify incidents that most likely will occur at the wards and to create strategies related to those incidents. Strategies could include risk assessments, prevention, evaluation, education and reflection combined with, for example, scenario training. [ABSTRACT FROM AUTHOR]

Background: Leadership styles of a nurse manager have a profound influence on staff nurses' motivation to engage in formal nursing leadership roles; however, the mechanism underlying this pattern of influence remains unknown. Aim: To assess the direct and indirect effect of nurse managers' authentic leadership on staff nurses' motivation to engage in formal leadership roles, through the intermediary role of nurse work environment and leadership self‐efficacy. Methods: This cross‐sectional study involved 1534 nurses from 24 acute care hospitals in the Sultanate of Oman. Findings Nurse managers' authentic leadership was associated with staff nurses' motivation to engage in formal leadership roles. Nurse practice environment and leadership self‐efficacy mediated partially the association between authentic leadership and motivation to engage in formal leadership roles. Conclusion: Results of this study underscore the value of authentic leadership in creating a healthy work environment and fostering nurses' leadership self‐efficacy, resulting in greater motivation to engage in nursing leadership roles. Implications for Nursing Management: Organizational strategies to attract nurses to undertake leadership roles should include measures to bolster authentic leadership behaviours in nurse managers through theory‐driven leadership development programmes or interventions, continuing education, effective succession planning and creating a supportive work environment. [ABSTRACT FROM AUTHOR]

Aims: To understand how nurses experience providing care for patients hospitalized with COVID‐19 in intensive care units. Background: As hospitals adjust staffing patterns to meet the demands of the pandemic, nurses have direct physical contact with ill patients, placing themselves and their families at physical and emotional risk. Methods: From June to August 2020, semi‐structured interviews were conducted. Sixteen nurses caring for COVID‐19 patients during the first surge of the pandemic were selected via purposive sampling. Participants worked in ICUs of a quaternary 1,000‐bed hospital in the Northeast United States. Interviews were transcribed verbatim, identifiers were removed, and data were coded thematically. Results: Our exploratory study identified four themes that describe the experiences of nurses providing care to patients in COVID‐19 ICUs during the first surge: (a) challenges of working with new co‐workers and teams, (b) challenges of maintaining existing working relationships, (c) role of nursing leadership in providing information and maintaining morale and (d) the importance of institutional‐level acknowledgement of their work. Conclusions: As the pandemic continues, hospitals should implement nursing staffing models that maintain and strengthen existing relationships to minimize exhaustion and burnout. Implications for Nursing Management: To better support nurses, hospital leaders need to account for their experiences caring for COVID‐19 patients when making staffing decisions. [ABSTRACT FROM AUTHOR]

Aim: To explore the validity of and expand upon a model of organisational learning in hospitals. Background: Organisational learning is a positive change in an organisation's collective knowledge, cognition and/or action, leading to improved hospital performance. A current model offers an evidence‐based, theoretical representation of organisational learning in hospitals, yet the intricacies of organisational learning in clinical practice are not fully understood. Additional guidance is needed to effectively foster and study organisational learning. Method: Semi‐structured interviews were used to gather 15 first‐hand experiences of organisational learning from 14 nurses. Data were analysed via deductive thematic analysis. Results: Organisational learning was more effective when aligned closely with the model and less effective when alignment was poor. The nurses' experiences illustrate relationships among elements of the model and underscore the importance of leadership and psychological safety in organisational learning. Conclusion: This study helps validate the model and offers new insights into organisational learning. Additional research is needed to explore the role of leadership and psychological safety in organisational learning. Implications for Nursing Management: Nurse managers can use the Organisational Learning in Hospitals model to evaluate organisational learning. Nurse managers have the opportunity to develop effective leadership practices designed to cultivate psychological safety within their teams. [ABSTRACT FROM AUTHOR]

Aim: To examine personal, ward and organisational factors related to the functioning of general hospital staff under missile attack. Background: The summer of 2014 is remembered in Israel for missile attacks from the Gaza Strip targeting the civilian population of southern Israel. Methods: The study was carried out in two steps: (1) Qualitative—a focus group to identify the issues faced by the staff of a hospital under fire, (2) Quantitative—a cross‐sectional study among 409 hospital workers to explore: (a) personal involvement in decision‐making, (b) clarity of directives, (c) coping with emergency on the ward and on (d) the management level, (e) personal professional functioning. Results: A statistically significant positive correlation was found between personal involvement in decision‐ and policy‐making, the clarity of directives and hospital ward functioning. A regression analysis demonstrated that executive management and leadership, clarity of directives and workers' personal functioning statistically significantly explained 46.1% (R2 = 0.461) of the variance in ward functioning during emergency. Conclusion: Clarity of directives and executive management and leadership in emergency were positively associated with ward functioning and coping with emergency. Implications for Nursing Management: To ensure proper hospital functioning during emergency, managers must demonstrate personal involvement and leadership, providing clear directives. [ABSTRACT FROM AUTHOR]

Aim This study analysed nurses' perceptions of authentic leadership and safety climate and examined the contribution of authentic leadership to the safety climate. Background It has been suggested and emphasised that authentic leadership should be used as a guidance to ensure quality care and the safety of patients and health-care personnel. Methods This predictive study was conducted with 350 nurses in three Turkish hospitals. The data were collected using the Authentic Leadership Questionnaire and the Safety Climate Survey and analysed using hierarchical regression analysis. Results The mean authentic leadership perception and the safety climate scores of the nurses were 2.92 and 3.50, respectively. The percentage of problematic responses was found to be less than 10% for only four safety climate items. Hierarchical regression analysis revealed that authentic leadership significantly predicted the safety climate. Conclusions Procedural and political improvements are required in terms of the safety climate in institutions, where the study was conducted, and authentic leadership increases positive perceptions of safety climate. Recommendations for nursing management Exhibiting the characteristics of authentic leadership, or improving them and reflecting them on to personnel can enhance the safety climate. Planning information sharing meetings to raise the personnel's awareness of safety climate and systemic improvements can contribute to creating safe care climates. [ABSTRACT FROM AUTHOR]