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Background: Patient safety is a priority for all healthcare organisations. Enhancing patient safety incident reporting practices requires effective leadership behaviours at all levels in healthcare organisations., Aim: To explore nurses' perceptions of the influence of nurse managers' leadership behaviours and organisational culture on patient safety incident reporting practices., Method: A descriptive, cross-sectional, correlational design was adopted with a convenience sample of 325 nurses from 15 Jordanian hospitals., Results: Respondents had positive perceptions of their nurse managers' leadership behaviours and organisational culture. There was a significant positive relationship between leadership behaviours and organisational culture (r=0.423, P<0.001) and between leadership behaviours and actual incident-reporting practices (r=0.131, P<0.001). Additionally, there was a significant positive relationship between organisational culture and incident-reporting practices (r=0.250, P<0.001)., Conclusion: Healthcare organisations must develop leaders who will foster a supportive and just culture that will enhance nurses' practice with regards to reporting patient safety incidents., Competing Interests: None declared, (© 2023 RCN Publishing Company Ltd. All rights reserved. Not to be copied, transmitted or recorded in any way, in whole or part, without prior permission of the publishers.)

This study examined the level of perceived responsibility junior and senior psychiatric nurses have for human resources and governance in Saudi Arabia. Bullying is a significant issue in nursing and an entrenched cultural practice that highlights a failure in governance and human resource responsibilities. A total of 90 responses (43.1%) to a 5-point Likert Scale survey that sought respondent perceptions on leadership, governance and human resources. This study is reported using EQUATOR network recommendations (SQUIRE 2.0). This survey revealed that junior and senior nursing respondents weakly agree with all statements. Neither nurse rank, educational status nor nationality affected the answers of the respondents; there were age, gender and experience effects. There is a significant correlation between all responses to the statements implying there is a social desirability bias to the responses. If bullying, and its derived consequence of burnout, is to be addressed there needs to be a cultural shift in the attitudes of junior and senior nurses towards more acceptance of their HR and governance responsibilities. Furthermore, there needs to be an increased focus on shared leadership responsibilities, with greater nurse-manager interaction and cooperation on transformational practices that will bring cultural change to the clinical space., (© 2023 The Authors. International Journal of Mental Health Nursing published by John Wiley & Sons Australia, Ltd.)

Aims: To explore the relationships between transformational leadership and person-organization fit, as well as to test the moderating effects of emotional intelligence., Design: A descriptive cross-sectional study design was used to conduct an online questionnaire survey among 326 nurses in Chinese hospitals between March and June 2022., Methods: Transformational leadership, person-organization fit and emotional intelligence were measured using the Person-Organization Fit Scale, Transformational Leadership Questionnaire and Emotional Intelligence Scale. Hierarchical multiple linear regression models and simple slope analyses were used., Results: Transformational leadership had a significant positive impact on person-organization fit. Furthermore, emotional intelligence had a conditional moderating effect on the relationship between transformational leadership and nurses' person-organization fit. Under a high level of emotional intelligence, transformational leadership had a stronger positive effect on person-organization fit, while under a low level of emotional intelligence, the relationship between the two was not significant., Conclusion: Transformational leadership has a positive predictive effect on person-organization fit, but this positive predictive effect is driven by conditional effect. The emotional intelligence of nurses plays a moderating role between them., (© 2023 The Authors. Nursing Open published by John Wiley & Sons Ltd.)

Healthcare services and nursing environments are becoming increasingly highly pressured and stressful areas in which to work. However, effective leadership can have a significant effect on the workplace experience of nurses. This article explores the changing landscape of nurse leadership, from a traditional hierarchal approach focused on a small number of leaders to a leadership style that aims to support staff through a relational approach such as collective leadership. Collective leadership has been shown to lead to improvements in nurses' workplace experience, the care environment generally, productivity and patient outcomes. Collective leadership values nurses' leadership skills and seeks to involve them in achieving organisational goals., Competing Interests: The author is an employee of RCNi but has not received an honorarium for writing the article, (© 2023 RCN Publishing Company Ltd. All rights reserved. Not to be copied, transmitted or recorded in any way, in whole or part, without prior permission of the publishers.)

Purpose: This study aims to investigate the mediating effect of transformational leadership (TL) and work engagement (WE) on health-care clinic nurses' performance and the crucial role of these variables in the work environment (WEV)., Design/methodology/approach: Data were collected from 353 nurses working across various health-care clinics in the United Arab Emirates. This study used descriptive correlational statistics from the Statistical Package for the Social Sciences, the Pearson correlation coefficient, confirmatory factor analysis for model validity, Cronbach's alpha for reliability and path analysis to determine the results., Findings: The relationship between TL and job performance among nurses in health-care clinics was strongly influenced by WE. In addition, a moderate WEV increased the positive influence of TL on job accomplishment. Furthermore, there were no statistically significant differences between the participants' demographics characteristics and the main variables of the study., Practical Implications: Health-care management can support and enhance nurses' job performance through TL, create a more structured WEV and support WE., Originality/value: This study involves a specific investigation into WE as a mediator, WEV as a moderator and the effect of TL on nurses' job performance., (© Emerald Publishing Limited.)

Background: The leadership style of head nurses affects the organizational atmosphere of nursing teams., Purpose: The aim of this study was to analyze the correlation between head nurse leadership styles and nurses' morale and intention to stay, as well as the explained variance for each., Methods: The descriptive correlational design employed in this study used a convenience sample of 790 nursing staff working at a medical center in southern Taiwan. We cross-sectionally surveyed each participant's intention to stay, morale, and perception of their head nurse's leadership style., Results: The participants perceived their head nurses as having both transformational and transactional leadership styles. A moderate to highly positive correlation was identified among leadership style, morale, and intention to stay. One-way analyses of variance found that the participants who were seniors, were married, had children, were at clinical ladder N3 or above, had rotation experience, and held a public servant position had relatively higher morale and intention to stay. After controlling for potentially confounding factors, hierarchical regression analyses revealed that the explained variance of leadership styles on intention to stay and morale was 22% and 28%, respectively. Transformational leadership was found to significantly predict intention to stay and morale. However, transactional leadership significantly impacted morale only, albeit at a lower level than transformational leadership., Conclusions / Implications for Practice: How nurses perceive the leadership style of their head nurses may affect their intention to stay and morale while at work. Advanced training to strengthen and internalize leadership styles for head nurses is suggested. Creating a positive and friendly working environment is conducive to improving the morale of nurses and retention rates in the nursing workplace.

Aims: To investigate the relationships between transformational leadership, psychological empowerment and innovative behaviour among nurses in China., Background: The innovative behaviour of nurses is important to adapt to the changing medical environment. However, there is currently a limited understanding of the relationship between nurses' innovative behaviour and transformational leadership and psychological empowerment during the pandemic., Methods: Convenience sampling was used to conduct an investigation involving 1317 nurses from 10 hospitals in China from January 2022 to April 2022. Data analysis was performed using correlation analysis, univariate analysis and multiple regression analysis. The STROBE checklist was followed when writing this manuscript., Results: High transformational leadership and high psychological empowerment were associated with high innovative behaviour. The results of the multiple linear regression analysis showed that physical condition, whether or not you have attended academic conferences or whether or not you have participated in fund research projects, transformational leadership and psychological empowerment were the main factors on nurses' innovative behaviour, together explaining 64.5% of the total variance., Conclusion: Promotion of transformational leadership and psychological empowerment is vital for nurses to promote innovation, thereby meeting the urgent demand for innovative nurses and the rapid development of nursing disciplines., Implications for Nursing Management: This study highlights the importance of transformational leadership in developing nurses' innovative behaviours. Understanding the role of psychological empowerment can help nurse managers formulate relevant intervention strategies and cultivate nurses' innovative behaviour., (© 2022 John Wiley & Sons Ltd.)

Workplace social capital is the relational network, created by respectful interactions among members of a workforce, can contribute to the formation of a wholesome psychological work environment in an organization. Nurses' workplace social capital is a derivative of the workplace social capital, formed because of the complex interactions among the nursing and between the other healthcare professionals. Transformational leadership is a style of leadership that addresses the emotional wellbeing of its workforce and inspires shared group ethics, norms, and goals. The philosophy of transformational leadership is grounded on the premise of workforce as human beings with specific needs. Transformational leadership has been confirmed as a strong predictor of nurses' workplace social capital. Meanwhile, it is of an academic and/or healthcare industry operational value to scholarly assess and discern the theoretical influence of transformational leadership on nurses' workplace social capital. In this paper, we have attempted to explore the associations between transformational leadership and nurses' workplace social capital from a theoretical perspective. We have discussed the importance of each sub-dimension of transformational leadership (modeling the way, inspiring a shared vision, challenging the process, enabling others to act and encouraging the heart) in building up the social capital relational network. Finally, we have proposed a graphic framework of our analysis to facilitate understanding of the associations between the transformational leadership and nurses' workplace social capital, in formation of a healthy work environment which is the foundation for efficiency and productivity of the workforce., Competing Interests: The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest., (Copyright © 2022 Xu, Stark, Ying, Lian, Huang and Chen.)

Nurse shortages and nurse attrition are high in many countries, and there is also a dearth of male nurses in the profession. This study aimed to examine the level of intention to stay and ten predictors of this among male nurses in China. A descriptive, predictive study was administered to 480 registered male nurses. Eight research instruments were used to collect data. Descriptive statistics and binary logistic regression were employed to analyze the data. The overall intention to stay in the nursing profession as perceived by male nurses was at a moderate level. Binary logistic regression demonstrated that work group cohesion, transformational leadership, career growth, and job satisfaction were significant predictors, explaining 32.2% of the total variance for intention to stay. The findings of this study provide suggestions for nursing administrators and policymakers to develop appropriate strategies or interventions to increase the intention to stay for male nurses to stay in the profession, based on the four predictors., (© 2022 John Wiley & Sons Australia, Ltd.)

Aim: To examine whether supportive supervisor (transformational leadership) and coworker (autonomy-supportive) behaviours predict occupational commitment and turnover intention over time through autonomous motivation., Background: Nurse turnover is a serious issue in several countries, straining the efficiency of the healthcare system and compromising both the quality and accessibility of healthcare., Method: Longitudinal data were collected over 12 months from 387 French-Canadian registered nurses. Structural equation modeling was used to test the hypothesized model., Results: The relationships between predictors at Time 1 (supervisor and coworker behaviours) and occupational commitment and turnover intention at Time 2 are mediated by autonomous motivation at Time 1., Conclusion: In times of global scarcity, the present findings provide insights into how the healthcare work environment acts on nurses' occupational turnover and commitment., Implications for Nursing Management: Healthcare organizations are advised to foster supportive work environments and promote autonomous motivation to sustain the nursing workforce., (© 2021 John Wiley & Sons Ltd.)

Aim: To examine the modifiable predictors and the level of workplace social capital, transformational leadership, emotional intelligence and organizational justice among registered nurses in Chinese hospitals., Background: Workplace social capital is a relational network developed among nurses and other healthcare professionals that provides social support, and gives value to their working lives. Internationally, cultivating high levels of social capital is critical as it can help improve nurse satisfaction and care, and address nurse turnover. However, knowledge of factors influencing nurses' workplace social capital is limited in China., Methods: In this cross-sectional, descriptive predictive study, 344 registered nurses were randomly selected from three urban Chinese hospitals in Zhejiang province. Five standard instruments were applied to collect data. Descriptive statistics were used to present the level of the variables and stepwise multiple regression was performed to identify the predictors of nurses' workplace social capital., Results: Among eight potential factors, transformational leadership and emotional intelligence positively predicted workplace social capital. Nurses perceived the overall level of workplace social capital, emotional intelligence and unit managers' transformational leadership as high, and the overall level of organizational justice as moderate., Discussion: Enhancing unit managers' transformational leadership and nurses' emotional intelligence was found to positively influence the development of workplace social capital. Although it is not a predictor of workplace social capital, nurses' organizational justice should be improved due to its importance and current unsatisfactory level., Conclusion and Implications for Nursing and Health Policy: Nursing and health policymakers need to consider the enhancement of transformational leadership and emotional intelligence when implementing policies to improve nurses' workplace social capital, nursing retention and job satisfaction., (© 2021 International Council of Nurses.)

Becoming a newly qualified nurse can be a daunting prospect and leadership may appear to be a quality that only experienced nurses and managers should be concerned with. However, leadership is a requirement for all registered nurses and inquiries into cases of suboptimal care have often identified inadequate leadership as a major contributor. In the past, leadership was defined as an innate characteristic or trait, but over time concepts of leadership have evolved and it is now recognised as a set of skills and behaviours. There are many different leadership styles, qualities and behaviours, but these should not be confused with the role of management. It is important for newly qualified nurses to develop their leadership skills using tools such as preceptorship, reflection and continuous professional development., Competing Interests: None declared, (© 2020 RCN Publishing Company Ltd. All rights reserved. Not to be copied, transmitted or recorded in any way, in whole or part, without prior permission of the publishers.)

Introduction: the nurses´ perception of their supervisors´ leadership styles has a substantial impact on their well-being. Effective leadership in health care is crucial in improving and enhancing the effectiveness of health care systems. This study aims to assess the leadership styles of nurse leaders as perceived by employees, and to explore the relationship between perceived leadership styles and the quality of life of nurses in Lebanese hospital settings., Methods: it was a cross-sectional study conducted in 2017 and involved a sample of 250 nurses chosen randomly in eight hospitals. The survey included questions on socio-demographic and health-related characteristics, Multifactor Leadership Questionnaire 5X Short Form, and the Short Form Health Survey-12 V2 (SF-12v2)., Results: the managers used enough transformational leadership style, whereas they used fairly often transactional leadership. The Laissez-faire style was adopted from time to time by the managers. Male nurses perceive their managers as transformational significantly more than female nurses (2.94 vs. 2.73; p = 0.05). Transformational leadership style was statistically related to all scales scores of the SF-12v2 (p < 0.001) except the Social Functioning domain (p = 0.42). The transactional leadership style was associated with the Vitality scale scores (p < 0.001). The physical (p < 0.05) and Emotional Role (p < 0.001) and the mental health summary measure (p < 0.05) were lower in persons who perceived the leadership style of their manager as Laissez-faire., Conclusion: this study highlights the existence of a positive effect of leadership styles in the wellbeing of nurses, and confirms that nursing management has been identified as a challenge in the Lebanese hospitals., Competing Interests: The authors declare no competing interests., (Copyright: Ibtissam Mohamad Sabbah et al.)

Aim: This study aimed to describe innovativeness among nurses and examine the impact of transformational leadership and demographic and occupational variables on individual innovativeness in nurses., Background: Staff nurses must be innovative in order to solve problems occurring in health care environments and implement evidence-based practice., Methods: This descriptive, correlational cross-sectional study comprised 300 nurses working in two hospitals in Turkey. The data were collected with a demographic and occupational questionnaire, the Individual Innovativeness Scale and the Transformational Leadership Scale. Data were analysed using descriptive statistics, Pearson's correlation and backward regression., Results: Most nurses were categorized as "early majority" (45.3%) or "early adopter" (39.3%) for innovativeness. Education level, position, high self-perceptions of leadership skills and/or perceiving transformational leadership as a high-performance expectation were associated with high levels of individual innovativeness., Conclusion: Almost half of the nurses were early adopters who can be role models to other nurses in the diffusion of innovation. Having higher education levels, positions, leadership skills and expectations from management affected nurses' individual innovation more positively., Implications for Nursing Management: It can be helpful for nurse managers to understand the adopter categories and affective variables of innovativeness for the diffusion of innovative practices and evidence-based standards at hospitals., (© 2020 John Wiley & Sons Ltd.)

Aim: This study examined the influence of toxic and transformational leadership practices on nurses' job satisfaction, psychological distress, absenteeism and intent to leave the organisation or the nursing profession., Background: Transformational leadership is attributed to favourable nurse consequences; however, the nursing literature is silent regarding the causal association between toxic leadership and nurses' job outcomes., Methods: This is a cross-sectional study involving 770 registered nurses from 15 hospitals in Central Philippines. Data were collected using seven self-report scales during the months of December 2019 to February 2020., Results: The composite scores for the transformational leadership scale and toxic leadership scale were 4.22 and 1.59, respectively. Toxic leadership predicted job satisfaction, absenteeism, psychological distress and intention to leave the profession. Transformational leadership predicted job satisfaction and intent to leave the profession., Conclusion: Results suggest that nurses working with a transformational leader report higher job contentment and lower intent to leave the nursing profession. Nurses who work for a manager exhibiting toxic leadership behaviours demonstrated lower job contentment, higher stress levels, frequent absenteeism and higher intent to leave the nursing profession., Implication for Nursing Management: Nurse retention strategies should include measures to foster transformational leadership and derail toxic leadership practices in nurse managers through evidence-based education, training and professional development., (© 2020 John Wiley & Sons Ltd.)

Aim: This study investigated whether generation Y nurses (1981-1995) adopt a different attitude about work than generation X caregivers (1966-1980) and baby boomers (1956-1965)., Background: Employees' positive attitude to work engagement is a competitive factor for clinics. In age-diverse team structures, possible different attitudes can lead to conflicts., Methods: As part of a quantitative, descriptive, cross-sectional study with the survey instrument AVEM-44, health and nursing staff, as well as nursing directors and ward administrators, were interviewed., Results: A total of N = 992 individuals (n = 312 nursing directors, n = 259 ward administrators and n = 421 nurses) were included in the study. Nurses and executives viewed generation Y as being less willing to give oneself out and as attaching less importance to work than generation X and the baby boomers. On the other hand, professional ambition was more important to generation Y than the older generations., Conclusions: Transformational leadership behaviour represents an approach to guide employees of different generations individually and to harmonize different attitudes., Implications for Nurse Management: To lead employees transformationally, it is necessary to know generation-specific differences concerning attitudes towards work., (© 2019 John Wiley & Sons Ltd.)

Aim: To characterize registered nurses' (RNs') perceptions of nurse leaders' transformational leadership (TL) qualities in Finnish university hospitals and identify predictors of positive and negative evaluations., Background: Transformational leadership can improve health care but requires development. Information on TL is typically derived from survey results, which are vulnerable to confounders., Method: Cross-sectional survey. Registered nurses' perceptions of nurse leaders were measured with the TL scale. Kohonen's self-organizing map was used to cluster the data based on RNs' opinions and questionnaire items. Logistic regression explained background characteristics' effects on cluster formation., Results: A total of 1,970 RNs participated and evaluated their nurse leaders' TL qualities as moderate. Giving feedback and rewarding clustered separately from other TL qualities. Females and permanent workers evaluated nurse managers more negatively but nurse directors positively. Positive perceptions of nurse managers' TL predicted better TL among nurse directors. Vice nurse managers gave the most positive evaluations. A total of 197 RNs had no opinions about nurse directors' TL., Conclusions: Registered nurses evaluated nurse managers' TL qualities as moderate and were unfamiliar with nurse directors. Background characteristics affecting evaluations differed between leader types., Implications for Nursing Management: Giving feedback and rewarding should be more closely associated with other TL qualities. Transformational leadership requires transformational approaches from both nurse managers and directors., (© 2019 John Wiley & Sons Ltd.)

Transformational leaders have been shown to influence positive work environments and support the retention of nursing staff. While exemplars have been found in upper-level management, the implementation of these characteristics in unit-based leaders is less explained. The elements of the transformational leader on followers and the organization--individual consideration, individual stimulation, inspirational motivation, and idealized influence--can engage nursing staff to remain in an organization which will promote positive patient outcomes. This article will review the elements of the transformational leader and share two exemplars of the transformational metanarrative as demonstrated in nursing care units. Both exemplars demonstrate how the transformational leader can influence the retention of nursing staff and support unit level change to support positive patient outcomes.

In this paper, we examine the practicalities of nurse managers' work. We expose how managers' commitments to transformational leadership are undermined by the rationing practices and informatics of hospital reform underpinned by the ideas of new public management. Using institutional ethnography, we gathered data in a Canadian hospital. We began by interviewing and observing frontline leaders, nurse managers, and expanded our inquiry to include interviews with other nurses, staffing clerks, and administrators whose work intersected with that of nurse managers. We learned how nurse managers' responsibility for staffing is accomplished within tightening budgets and a burgeoning suite of technologies that direct decisions about whether or not there are enough nurses. Our inquiry explicates how technologies organize nurse managers to put aside their professional knowledge. We describe professionally committed nurse leaders attempting to activate transformational leadership and show how their intentions are subsumed within information systems. Seen in light of our analysis, transformational leadership is an idealized concept within which managers' responsibilities are shaped to conform to institutional purposes., (© 2017 John Wiley & Sons Ltd.)

The current study examines whether person-job fit moderates the relationship between transformational leadership and work engagement. Data were collected using cross-sectional design from 224 (15 male and 209 female) hospital nurses. Participants completed measures of transformational leadership, person-job fit, and work engagement. Moderated multiple regression results showed that transformational leadership had a significant positive predictive relationship with work engagement, and person-job fit had a significant positive predictive relationship with work engagement. Simple slope analysis showed that person-job fit moderated the relationship between transformational leadership and work engagement such that transformational leadership was more positively related to work engagement for nurses with high person-job fit compared with those with low person-job fit. Thus, all the hypotheses were confirmed. The findings were discussed, and suggestions for future research were offered.

Aim: The study examined whether three resources, that is, compassion, transformational leadership and work ethic feasibility, buffer against the negative effects of emotional labour on work engagement., Background: Emotional labour is a common job stressor among nurses, but little is known about whether certain personal and work resources buffer against it in relation to work engagement. Revealing buffers of emotional labour would help organizations to design tailored interventions., Design: Cross-sectional online survey conducted in 2014., Methods: Participants were 3466 Finnish nurses. Hypotheses were tested via hierarchical moderated regression analyses., Results: Higher emotional labour related to lower engagement. Two interaction effects were found. First, work ethic feasibility buffered against emotional labour: the nurses who perceived work ethic feasibility as high in a situation of high emotional labour, scored higher on engagement compared with those nurses who in this stress situation perceived work ethic feasibility to be low. Second, high compassion was detrimental to engagement in the presence of high emotional labour. Transformational leadership did not act as a buffer but showed a positive relationship with engagement., Conclusion: Work ethic feasibility (being able to work according to high ethical standards) is an important resource in nursing as it protects an employee against the negative effects of emotional labour and as it also directly promotes engagement. However, compassion may not always be beneficial in nursing, especially if co-occurring with high job stress. Transformational leadership has potential to improve engagement in nursing although it may not operate as a stress buffer., (© 2016 John Wiley & Sons Ltd.)

Aim: This study explored the influences of transformational leadership on nurse innovation behaviour and the mediating role of organisational climate., Background: Recently, global nursing experts have been aggressively encouraging nurses to pursue innovation in nursing in order to improve nursing outcomes. Nursing innovation, in turn, is affected by nursing leadership., Method: We employed a questionnaire survey to collect data, and selected a sample of nurses from hospitals in Taiwan. A total of 439 valid surveys were obtained. Hierarchical multiple regression model analysis was conducted to test the study hypothesis., Result: The mean values of agreement of nurse innovation behaviour and transformational leadership were 3.40 and 3.78, respectively. Patient safety climate and innovation climate were found to have full mediating effects on the relationship between transformational leadership and innovation behaviour., Conclusion: Organisational climate has a significant impact on innovation behaviour. Transformational leadership has indirect effects on innovation behaviour via the mediation of patient safety climate and innovation climate., Implications for Nursing Management: Hospitals should enhance transformational leadership by designing leadership training programmes and establishing transformational culture. In addition, nursing managers should foster nursing innovation through improvements in organisational climate., (© 2013 John Wiley & Sons Ltd.)

Drawing from transformational leadership (TFL) theory and research on contextual leadership, we examined a conditional process model of leadership in nursing teams to predict patient loyalty. Using TFL's individualized consideration dimension as a salient facet of the construct in care services, we first posited that nurses' team affective commitment would partially mediate the impact of nurse leadership. We further conceptualized nurse–physician collaboration, organizational formalization and task feedback as discrete contexts that may curb the influence of head nurses' individualized consideration. In a three‐wave, multisource and multilevel study, we surveyed 654 nurses and 1770 patients from 91 hospital units. We found that team‐level head nurses' individualized consideration positively and partially related to patient loyalty through nurses' team commitment and that higher levels of nurse–physician collaboration, organizational formalization and task feedback were associated with reduced influence of individualized consideration on team commitment and patient loyalty. We discuss the implications of these findings for advancing theory and research on TFL and contextual factors of leadership. [ABSTRACT FROM AUTHOR]

Mahmoud Hamdan,1,2 Amar Hisham Jaaffar,3,4 Omar Khraisat,5 Marwan Rasmi Issa,6 Mu’taman Jarrar7,8 1Quality Management and Patient Safety Administration, King Saud Medical City, Riyadh, Saudi Arabia; 2College of Graduate Studies (COGS), Universiti Tenaga Nasional (UNITEN), Putrajaya Campus, Kajang, Selangor, 4300, Malaysia; 3Institute of Energy Policy and Research (Iepre), Universiti Tenaga Nasional (UNITEN), Putrajaya Campus, Kajang, Selangor, 4300, Malaysia; 4College of Business Management and Accounting (COBA), Universiti Tenaga Nasional (UNITEN), Putrajaya Campus, Kajang, Selangor, 43000, Malaysia; 5Faculty of Nursing, Al-Ahliyya Amman University, Amman, Jordan; 6Skills Development Training Center, King Saud Medical City, Riyadh, 12746, Saudi Arabia; 7Medical Education Department, King Fahd Hospital of the University, Al-Khobar, Saudi Arabia; 8Vice Deanship for Development and Community Partnership, College of Medicine, Imam Abdulrahman Bin Faisal University, Dammam, Saudi ArabiaCorrespondence: Mahmoud Hamdan, College of Graduate Studies (COGS), Universiti Tenaga Nasional (UNITEN), Putrajaya Campus, Jalan IKRAM-UNITEN, Kajang, Selangor, 4300, Malaysia, Tel +966580405515, Email Mahmoud_hamdan84@yahoo.comBackground: To ensure best possible patient outcomes, patient safety is a major component of healthcare delivery system that needs to be prioritized. Safety practices among nurses are essential to maintain patient safety, especially the practices of medication administration, handover, patient falls and unplanned extubations prevention.Purpose: To investigate the mediating effect of patient safety culture between the relationship of transformational leadership and safety practices among nurses.Methods: The data in this cross-sectional study were gathered from a survey targeted clinical nurses using a random sampling technique. The study was conducted in a medical city in Saudi Arabia, and two hundred nurses were surveyed. The Multifactor Leadership, Hospital Survey on Patient Safety Culture, and Nursing Safety Practice questionnaires were used in the study.Results: The results revealed significant positive associations between transformational leadership, patient safety culture, and nursing safety practices. Moreover, patient safety culture mediates the association between transformational leadership and safety practices among nurses.Conclusion: Enhancing transformational leadership capabilities among nurse managers should be considered in order to improve nursing safety practices. Additionally, patient safety culture should be measured and improved periodically to ensure better nursing safety practices.Keywords: nurses, safety practices, transformational leadership, patient safety, culture

The purpose of this study is to determine the relationship between transformational leadership and career development on the performance of hospital employees. Hospitals are complex organizations that require effective leadership and appropriate career development to achieve optimal performance. This research focuses on the role of transformational leadership in improving hospital employee performance and how career development mediates the relationship between transformational leadership and hospital employee performance. This study involved 150 respondents who were nurses in hospitals. The research method used is a quantitative method with data collection through questionnaire distribution. The respondents of this study are hospital employees at various levels, ranging from medical staff to senior management. The results of this study make practical and theoretical contributions to the development of hospital management and provide recommendations to practitioners and policymakers to optimize the performance of hospital staff through the application of transformational leadership and effective career development. The results of the study show that there is a significant influence of these two factors on the performance of hospital employees. First, transformational leadership has been proven to have a positive impact on the performance of hospital employees. Second, career development also has a significant influence on the performance of hospital nurses. [ABSTRACT FROM AUTHOR]

Building on the job demands-resources model of work engagement, the challenge-hindrance stressor framework, and substitutive-for-leadership theory, we examine the interaction between transformational leadership and job stressors on nurses' work engagement. We distinguish between hindrance stressors and challenge stressors, and provide different theoretical underpinnings for their interaction with transformational leadership. We propose that hindrance stressors and transformational leadership interact in a buffering manner, while challenge stressors and transformational leadership interact in a substitutive manner. Furthermore, we propose a direct link between nurses' work engagement and patient satisfaction at the work-unit level. With a two-wave design, we used survey to collect data from 292 nurses and 522 patients from a general public hospital in China. We tested our hypothesized research model with hierarchical linear modelling. Results showed that workload demands, which was perceived as challenge stressors, substitute for the positive effect of transformational leadership on nurses' work engagement, and that engaged nurses make patients more satisfied. The theoretical and practical implications of our findings are discussed. [ABSTRACT FROM AUTHOR]

In nephrology nursing, effective leadership ensures optimal patient care and cohesive teamwork. Despite this, nurses often overlook their leadership potential, leading to underrepresentation in health care leadership roles. This article explores the significance of nursing leadership in nephrology care and delves into the principles of transformational leadership as a fitting approach. Transformational leadership emphasizes inspiring and motivating teams toward shared goals, fostering innovation, and individualized consideration. Each aspect of transformational leadership is discussed, including how it can be applied to nephrology nursing leaders, emphasizing their role in shaping organizational culture, promoting home modalities, and fostering professional development. By embracing transformational leadership, nephrology nursing can enhance patient outcomes, address workforce challenges, and cultivate a new generation of influential leaders. This article advocates for adopting transformational leadership to meet the evolving needs of nephrology care and supporting the professional growth of nephrology nurses in leadership roles. [ABSTRACT FROM AUTHOR]

Effective leadership plays a crucial role in nursing, shaping the vision for optimal practice, inspiring and supporting personnel, and addressing professional interests and concerns. This quantitative research employed a descriptive correlational design to explore the relationship between various challenges experienced during the COVID-19 pandemic and the perceived leadership styles of nurse managers. The study revealed that all nurse managers faced challenges related to staff safety and infection risk during the pandemic. The majority reported changes in staff shortage, absenteeism, turnover, stress, fear, anxiety, work overload, duty assignments, conflict management, crisis handling, collaboration, resource and personal protective equipment shortages, regulatory complexities, changing instructions, information overload, and ambiguity in performing duties. Nurse Managers perceived these challenges to be predominantly high, with few being moderate or low. Transformational and transactional leadership styles were reported as high, while passive avoidance was low. Transformational leadership was influenced by staff shortage, absenteeism, and turnover, increasing with higher challenges in these areas. Transactional leadership correlated with staff turnover and information overload, increasing as challenges in these aspects intensified. Passive avoidance leadership style was associated with staff turnover, stress, fear, and anxiety, escalating with higher challenges in these areas. Leadership outcomes were influenced by staff shortage, absenteeism, and turnover, exhibiting a substantial increase with heightened challenges. Despite the challenges, diverse leadership styles were observed, emphasizing the adaptability of leadership approaches to different situations. The study concludes with the development of a leadership enhancement plan. [ABSTRACT FROM AUTHOR]

Abstract Aims To explore the association between nurses' perceptions of their nurse manager's transformational leadership style and nurses' organisational commitment. Design Narrative systematic review. Data Sources The CINAHL Complete, MEDLINE, PubMed, Business Source Complete, Cochrane Library, along with OpenGrey t were systematically searched for observational studies written in English, between January 2009 and December 2020. Review Methods This systematic review is based on the guidelines of the Cochrane Handbook, and PRISMA‐P. Two reviewers independently selected studies. The quality of evidence was assessed using the Joanna Briggs Institute (JBI) Critical Appraisal Tool for Cross‐Sectional Studies. Results Seven cross‐sectional studies with 2885 participants were included. Six studies reported that the transformational leadership style was positively related to nurses' organisational commitment, and the remaining study reported a negative association. Conclusions Six studies were found that the transformational leadership style is a driver of nurses' organisational commitment. Only one study reported that transformational leadership style negatively associated with acute care nurses' organisational commitment. However, the negative finding is less valid, as the study data indicates that the nurse managers' ineffective transformational leadership style in the acute care unit or the culture influence, which may have influenced the results. Impacts It provides the guideline, recommendation, and important evidence to support nursing managers adopting the transformational leadership style to promote nurse retention helping to alleviate the nursing shortage. This is beneficial to the well‐being of the nurse. Meanwhile, this can help the health organisation reducing the cost of nurses' turnover and recruiting new nurses. It is also good for address future ageing population healthcare problem in the long term.

Aims: To explore the association between nurses' perceptions of their nurse manager's transformational leadership style and nurses' organisational commitment. Design: Narrative systematic review. Data Sources: The CINAHL Complete, MEDLINE, PubMed, Business Source Complete, Cochrane Library, along with OpenGrey t were systematically searched for observational studies written in English, between January 2009 and December 2020. Review Methods: This systematic review is based on the guidelines of the Cochrane Handbook, and PRISMA‐P. Two reviewers independently selected studies. The quality of evidence was assessed using the Joanna Briggs Institute (JBI) Critical Appraisal Tool for Cross‐Sectional Studies. Results: Seven cross‐sectional studies with 2885 participants were included. Six studies reported that the transformational leadership style was positively related to nurses' organisational commitment, and the remaining study reported a negative association. Conclusions: Six studies were found that the transformational leadership style is a driver of nurses' organisational commitment. Only one study reported that transformational leadership style negatively associated with acute care nurses' organisational commitment. However, the negative finding is less valid, as the study data indicates that the nurse managers' ineffective transformational leadership style in the acute care unit or the culture influence, which may have influenced the results. Impacts: It provides the guideline, recommendation, and important evidence to support nursing managers adopting the transformational leadership style to promote nurse retention helping to alleviate the nursing shortage. This is beneficial to the well‐being of the nurse. Meanwhile, this can help the health organisation reducing the cost of nurses' turnover and recruiting new nurses. It is also good for address future ageing population healthcare problem in the long term. [ABSTRACT FROM AUTHOR]

Aim: To examine and summarize the reported association of nurse managers' transformational leadership and quality of patient care based on the perceptions of registered nurses. Background: Transformational leadership behaviors of nurse managers result in staff nurses' satisfaction and retention and patient satisfaction. Patient safety and quality of care are vital to high‐performing healthcare organizations. Perceptions of registered nurses are important because nurses are frontline healthcare providers fundamental to patient safety and quality of care and are considered the final line of defense in preventing adverse events and errors and improving the safety of patients. Materials and methods: We searched the CINAHL, ProQuest, PubMed, Science Direct, and Web of Science databases for evidence published between 2018 and 2022 in the English language. We adhered to the Preferred Reporting Items for Systematic Reviews and Meta‐Analyses (PRISMA) guidelines in carrying out this meta‐analysis. Results: Nine quantitative studies were appraised using the Joanna Briggs Institute checklists and were included in the final review that involved a total sample of 3633 registered nurses. The included studies were reported across Asian, Middle East, and European countries within the past five years. The association between the transformational leadership behaviors of nurse managers and the quality of patient care was found in varying degrees (i.e., insignificant, weak, indirect, and strong direct association) based on the perceptions of registered nurses. Conclusions: There is a direct and indirect association between the transformational leadership behaviors of nurse managers and the quality of patient care internationally. This association is influenced by confounding and mediating factors, including gender, organizational culture, structural empowerment, and job satisfaction. Implications for nursing and health policies: Healthcare organizations need to support nursing leaders to have a stronger transformational leadership style by considering several factors that influence their leadership to improve the quality of patient care their staff nurses provide at the bedside. [ABSTRACT FROM AUTHOR]

Purpose: This study was conducted to identify and explore the leadership styles and the leadership outcomes of the middle management nurses in a large tertiary hospital in Ibadan, the capital of Oyo state of Nigeria. This study aims to explore and describe the perception of staff nurses (SNs) about their nurse managers' (NMs) leadership styles, to investigate the leadership outcomes of NMs as perceived by their SNs and to investigate what are the best predictors of the leadership outcomes among the perceived leadership styles. Design/methodology/approach: Thirty-six variables of the MLQ-5X were compressed into the nine psychological constructs, as proposed by Avolio and Bass (2004). Four items of each of the nine sub-scales were combined together, to form the independent variables. The nine items of the leadership outcomes were compressed into three composite variables as: the Leader's perceived influence as being effective in leading the group variable, it has four items; the Leader's perceived influence as being satisfactory to the group being led variable, it has two items; and lastly, the Leader's perceived influence to encourage the staff. Findings: When all the three leadership sub-scales were combined as one total leadership outcome, the regression analysis showed that four leadership constructs were the predictors of the leadership outcome, that is, idealized attribute (ß = 0.173, p = 0.011), intellectual stimulation (ß = 0.171, p = 0.016), individualized consideration (ß = 0.240, p = 0.001) and contingent reward (ß = 0.194, p = 0.006). The coefficients and the p-values of the remaining five leadership constructs are as shown in Table 1. Research limitations/implications: This study has many limitations. One, the respondents were not randomly sampled, so the results cannot be generalized outside of UCH, Nigeria. It is also a one-time survey. Practical implications: Managers who regularly practice transformational leadership (TFL) would be able to encourage their SNs to put in their best for the greater good of the organization. In this study, three sub-scales of the TFL, that is, idealized attribute, intellectual stimulation and individualized consideration were found to be strong predictors of leadership outcomes. Leaders who are able to treat their staff with care and concern for the individual, able to mentor, advise, coach and develop their staff are likely to also see improved staff satisfaction and extra effort in staff performance. This is especially necessary in sub-Saharan African countries, including Nigeria. Social implications: It is therefore strongly recommended that middle management nurses in UCH should continue to strive and improve on their TFL skills as well as their contingent reward styles of leadership. Vesterinen et al. (2012) said that NMs who can observe their own behaviour and its effects on employees can adjust to a better leadership style. In particular, individualized consideration skills such as coaching, mentoring, advising, developing and showing concern for the individual needs of their staff would encourage SNs to put in extra effort and be more satisfied with their leaders. Originality/value: To the best of the author's knowledge, this is his original research work and it has never been published elsewhere. The whole work was however submitted for a PhD thesis to the University of Salford. [ABSTRACT FROM AUTHOR]

Background: Nurses´ perceptions of leaders´ leadership styles has a significant impact on their well-being. Effective leadership in health care is crucial for improving and enhancing the effectiveness of health care systems. This study aimed to assess the perceived utilization of leadership styles among nurses at Jimma town public health facilities, Ethiopia. Methods: This facility-based cross-sectional study was conducted with 403 nurses. Data were collected through a self-administered structured questionnaire. Data were entered into Epi-Data version 4.6 and then exported to SPSS version 25. The strength of association was described using unstandardized adjusted β with a 95% confidence interval (CI) and p-value < 0.05. Results: Of the 422 participants, 403 completed and returned the questionnaire correctly, thus achieving a response rate of 95.5%. Staff nurses perceived that their head nurses fairly often or commonly used transformational leadership styles, with a mean of 2.77± 0.60. The multivariable linear regression analysis model indicated that there was a positive relationship between perceived leadership style and gender, overall organizational commitment, overall job-related stress, overall innovative work behavior, and overall leadership practice. However, there was a negative relationship between perceived leadership style and nurses who had not received previous training on leadership. Conclusion: This study highlights that transformational leadership is a commonly utilized leadership style by leader nurses. Effective and balanced use of various leadership styles requires knowledge (training), organizational commitment, and innovative work behavior from both leaders and staff nurses. Therefore, a transformational leadership style is key to achieving organizational goals and increasing staff nurses' productivity. [ABSTRACT FROM AUTHOR]

The pandemic COVID has engulfed the entire world in general and India in particular. Almost the entire country is under lockdown now and then forcing the people to stay inside their homes for the safety of themselves and others. There is one section, i.e. Indian nurses, which is braving against all odds to ensure the proper functioning of the health care system and educate and persuade the patients and their relatives. This has necessitated the nurses to go an extra mile reflecting a sense of responsibility towards patients, colleagues, hospitals, society, and nation and discharge their duties performing activities beyond the formal job descriptions, formal reward system, or direct and explicit recognition. In the present study, the researchers have empirically investigated the nature, extent, and mechanism of the impact of variables transformational leadership, job satisfaction, and emotional intelligence that lead to nurses displaying the organizational citizenship behaviour at this unprecedented juncture of time in India. [ABSTRACT FROM AUTHOR]

Background: Emotional intelligence has increasingly become synonymous with effective leaders within successful organisations. The perioperative environment is a complex setting within an organisation that requires nurse leaders to possess self-awareness that allows them to understand and control their emotions while using this insight to benefit others. Perioperative nurse leaders can use their emotional intelligence to manage conflict, negotiate between multidisciplinary team members, motivate staff to provide high level safe patient care and promote a positive work culture that can increase staff retention. Review methods: A literature search of databases of CINAHL, Pubmed, Medline and Scopus was conducted to extract qualitative, quantitative and mixed method studies published between 2016 and 2022. Whittmore and Knafl's method for integrative reviews and the preferred reporting items for systematic reviews (PRISMA) guidelines were followed. Papers were reviewed and assessed using critical appraisal tools from the Johanna Briggs Institute ensuring only quality scholarly literature was included in this review. Findings: Peer-reviewed, scholarly literature was identified from database screening (n=797). Following the removal of duplicate papers, abstract and title screening and individual critiquing of articles, a final 16 papers were considered suitable to include in this review. Five themes emerged, namely self-awareness, self-regulation, motivation, empathy and social skills. Conclusion: Emotional intelligence in perioperative nurse leaders is essential to ensure a productive, engaged and satisfied workforce. Emotional intelligence is associated with positive outcomes in retention of staff and job satisfaction; therefore, it is important that perioperative nurses not only understand the vital role emotional intelligence can play in nurse leadership but also learn emotional intelligence so this essential skill set is present in nursing leaders of the future. Due to the scarcity of research, further investigation is warranted into emotional intelligence in the perioperative workforce and specific educational interventions that would be suited to the perioperative environment. [ABSTRACT FROM AUTHOR]

Aim: The purpose of this literature review was to define the impact of transformational nursing leadership and its effect on nurses' work satisfaction and retention. Background: Increasing nurses' job satisfaction is one of the main ways of improving clinical outcomes, providing high-quality patient care and increasing the retention of nurses in health-care organisations. Methods: Six electronic databases were searched -- PubMed, PubMed Central (PMC), Medline, Web of Science, Cochrane Library and EMBASE. Results: Thirty articles were included in the literature review after applying the inclusion and exclusion criteria. Findings: Nurses preferred leaders who displayed transformational leadership, and nurses who were more satisfied with their job were more likely to stay. The review findings underscored the value of the transformational leadership style for leading nurses and improving their job satisfaction and retention, and suggested the need for more commitment to teaching and improving positive leadership behaviour. Conclusion: Nursing managers should capitalise on the value of transformational leadership to increase the work satisfaction of nursing staff. It is unknown how nurse managers will establish valuable leadership skills, and so further study is required to identify strategies to improve effective leadership traits in nurse managers. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to investigate the perception of nurse managers and staff nurses regarding the transformational leadership (TL) style of nurse managers and determine the effects of the TL practices on organizational commitment and job satisfaction of staff nurses. Design/methodology/approach: This cross-sectional and descriptive study was conducted with 153 nurses (17 nurse managers and 136 staff nurses) working in a university hospital. Data were collected from participants through a demographic questionnaire, leadership practices inventory (self/observer), organizational commitment scale and job satisfaction scale. Findings: The self-assessment of the TL practices of the nurse managers were more favourable than the assessment of the leadership practices made by staff nurses. The TL practices of the nurse managers accounted for 9% of the total organizational commitment and 24% of the total job satisfaction of the staff nurses. Originality/value: The results indicated that leadership practices by nurse managers need to show greater awareness of the effects of these leadership practices on the organizational commitment and job satisfaction of their staff nurses. Hospitals need to consider how they develop, support and encourage because of the positive impact TL has on health priorities and retention of staff. [ABSTRACT FROM AUTHOR]

Background: Leaders influence and inspire others, develop strategies, organize the work and coordinate resources. Leadership style may affect nurses' performance directly and it may have positive or negative effects on nursing performance. We investigated the relationship between transformational leadership (TL), job satisfaction, and organizational commitment (OC) in Jordanian nurses. Methods: The study utilized a correlational, cross-sectional design. A sample of 253 registered nurses was recruited using a convenience sampling method from two government hospitals in Jordan. The Global Transformational Leadership (GTL) scale, job satisfaction survey, and Organizational Commitment Scale (OCS) were used to collect the data. Results: A total of 253 participants completed the study. The results showed that there was a significant and positive association between TL and job satisfaction, (r = 0.297, P = 0.000). There was a positive relationship between TL and OC (r = 0.200, P = 0.001). Conclusion: Considering the outcomes of the current study, it can be concluded that transformational leadership is one of the important leadership styles that has the potential to support nurses and improved nurses' job satisfaction and organizational commitment in Jordanian hospitals. [ABSTRACT FROM AUTHOR]

Workplace social capital is the relational network, created by respectful interactions among members of a workforce, can contribute to the formation of a wholesome psychological work environment in an organization. Nurses' workplace social capital is a derivative of the workplace social capital, formed because of the complex interactions among the nursing and between the other healthcare professionals. Transformational leadership is a style of leadership that addresses the emotional wellbeing of its workforce and inspires shared group ethics, norms, and goals. The philosophy of transformational leadership is grounded on the premise of workforce as human beings with specific needs. Transformational leadership has been confirmed as a strong predictor of nurses' workplace social capital. Meanwhile, it is of an academic and/or healthcare industry operational value to scholarly assess and discern the theoretical influence of transformational leadership on nurses' workplace social capital. In this paper, we have attempted to explore the associations between transformational leadership and nurses' workplace social capital from a theoretical perspective. We have discussed the importance of each sub-dimension of transformational leadership (modeling the way, inspiring a shared vision, challenging the process, enabling others to act and encouraging the heart) in building up the social capital relational network. Finally, we have proposed a graphic framework of our analysis to facilitate understanding of the associations between the transformational leadership and nurses' workplace social capital, in formation of a healthy work environment which is the foundation for efficiency and productivity of the workforce.

Objective: identify which leadership styles are used by nurse managers and understand their influence on nurse's burnout nurses in the work context. Method: scoping review, carried out in April 2021, conducted according to the Joanna Briggs Institute methodology. Two independent reviewers assessed the relevance of the articles, the extraction and synthesis of data. Results: 3.532 studies were identified in the literature search, of which seven studies presented the eligibility characteristics for inclusion in the review. The leadership styles identified in the literature were transformational leadership and authentic leadership that reveal a positive impact on reducing burnout; laissez-faire leadership that, on the contrary, promotes an environment that facilitates the development of the syndrome under study; transactional leadership, in turn, did not show significant results in reducing and preventing burnout, as well as autocratic, charismatic and situational leadership whose results were not quantifiable for its prevention. Conclusion: it was concluded that the transformational leadership style was the one that showed the greatest relevance both in preventing and reducing the development of burnout in nurses. [ABSTRACT FROM AUTHOR]

OBJECTIVE To investigate the leadership style in relation to the degree of satisfaction of nurses with their work, and the potential impact on the quality of health services. METHOD A cross-sectional study was conducted of the nursing personnel at a Greek university hospital. Structured questionnaires were used to collect the data, specifically the Multifactor Leadership Questionnaire (MLQ) and the Job Satisfaction Survey (JSS), as well a questionnaire consisting of questions on the demographic characteristics of the respondents. A total of 140 questionnaires were distributed during the period August–September 2019, of which 95 were completed. Statistical analysis was performed using the software program Statistical Package for Social Sciences (IBM SPSS Statistics), version 23.0. RESULTS The overall satisfaction of the nurses, as derived from correlation of the scores on the MLQ questionnaire and demographic characteristics with the scores on the JSS satisfaction scale, is affected mainly by the work department and working hours, the shift system followed by the nurses, and the annual number of night shifts. The average satisfaction score on almost all the MLQ items was between 2 and 3 on a scale of 1–5. On the questions concerning transformational leadership, the satisfaction level exceeded 3, which shows that this leadership model contributes positively to the job satisfaction of nurses. According to their scores on the JSS questionnaire, the nurses were least satisfied with the salary and promotion opportunities. The average total satisfaction was 112.9, with a range from 67 to 150, on a scale with an “excellent” value of 216. CONCLUSIONS The overall job satisfaction of the hospital nurses was quite low. The characteristics of the transformational leadership model were associated with a higher level of job satisfaction and this style was preferred by the hospital nursing personnel. Regarding the quality of services, a positive correlation was demonstrated between a high level of job satisfaction among nurses and high quality services. [ABSTRACT FROM AUTHOR]

This present study investigates the relationship between transformational leadership, learning culture, job satisfaction, and organizational citizenship behavior. In addition, it also examines the mediating role of learning culture and job satisfaction on transformational leadership and organizational citizenship behavior. This study utilized online questionnaires to collect data from nurses in a public hospital in Indonesia. Partial least square (PLS) was used as an analysis tool for 205 collected data. The findings indicated that transformational leadership did not significantly affect organizational citizenship behavior, but this has substantial implications for learning culture and job satisfaction. Both learning culture and job satisfaction significantly and positively predict organizational citizenship behavior. In addition, learning culture and job satisfaction act as perfect mediators between transformational leadership and organizational citizenship behavior. This study suggests leaders to maximize a systematic learning program and to pay attention to the nurses’ job satisfaction rate to improve organizational citizenship behavior. The findings also provide learning culture and job satisfaction as critical factors, directly and indirectly, in motivating employees to perform organizational citizenship behavior.