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Cognitive flexibility (CF) is a fundamental human ability to adjust cognitive processing strategies to deal with new and unpredicted situations. In this sense, using valid and theoretically grounded measures of cognitive flexibility is critical. A new measure of CF, the Cognitive Flexibility Inventory, has recently been validated. This measure comprises two subscales: (1) Alternatives, which assesses ability in identifying alternative solutions and generating several explanations; and (2) Control, which assesses ability in perceiving difficult conditions as controllable. The main purpose of our study was to investigate the factorial structure, reliability, and measurement invariance of the Cognitive Flexibility Inventory in an Italian sample of university students. A self‐report questionnaire was administered to 543 Italian university students. Results showed acceptable construct validity for the Italian version of the Cognitive Flexibility Inventory. Specifically, both exploratory and confirmatory factor analysis supported a two‐factor model, Alternatives and Control, with19 items. Moreover, multigroup analyses showed structural invariance across sex. In sum, our results suggested that the Italian version of the Cognitive Flexibility Inventory is a valid instrument for assessing cognitive flexibility. [ABSTRACT FROM AUTHOR]

Aim: To elucidate how workgroup commitment and motivation jointly influence nurses' proactive behaviour. Background: The need to offer effective patient care has encouraged health care organisations to promote proactive behaviours among nurses. Longitudinal relationships among motivation, commitment and nurses' proactivity remain unexplored. Methods: A self‐reported questionnaire was administered to nurses of an Italian hospital. A cross‐lagged panel analysis was carried out. Results: A total of 221 questionnaires were returned at Time 2 (T2). T1 affective workgroup commitment was positively related to T2 autonomous motivation and negatively related to T2 controlled motivation. T1 continuance workgroup commitment was positively related to T2 controlled motivation but unrelated to T2 autonomous motivation. T1 autonomous motivation was positively related to T2 proactive behaviour, while T1 controlled motivation was unrelated to it. Finally, no direct association between T1 commitment variables and T2 proactive behaviour was observed, suggesting that autonomous motivation fully mediated the affective commitment–proactive behaviour relationship. Conclusion: This study highlights the importance of workgroup affective commitment and autonomous motivation to foster nurses' proactive work behaviour. Implications for nursing management: Nurse managers may foster affective workgroup commitment and ultimately promote nurse proactivity by creating a shared climate that supports occupational needs and values and encourages a positive affective state towards nursing practice. [ABSTRACT FROM AUTHOR]

Voluntary turnover in nursing can lead to nursing shortages that affect both individuals and the entire hospital unit. We investigated the relationship between group‐ and individual‐level variables by examining the association of nurses’ job satisfaction and team commitment at the individual level, and nurse‐physician collaboration at the group level, with individuals’ intention to leave the unit at the individual level. A self‐report questionnaire was administered to 1,024 nurses on 72 units in 3 Italian hospitals. At the individual level, affective commitment partially mediated the relationship between job satisfaction and nursing turnover intention. Moreover, a cross‐level interaction was found. Nurses with high levels of job satisfaction showed high levels of identification with their team, and this relationship was stronger when the group perception of nurse‐physician collaboration was high. Results suggested that managerial strategies to promote nurse‐physician collaboration may be important to increase nurses’ affective commitment to the team. At the individual level, job satisfaction and team affective commitment are important factors for retaining staff, and at the group level, good work collaboration with physicians is instrumental in developing nurses’ affective identification with the team. © 2016 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

ABSTRACT Background Intensive care units ( ICUs) are challenging work environments because of the critical condition of patients, and ICU nurses frequently lament low job satisfaction and high staff turnover. Nevertheless, organizational and work characteristics, and the quality of relationships with staff can help to maintain nurses' enthusiasm and increase job satisfaction. Aim The aim of this study was to analyse how nursing work environment factors affect identification and commitment among ICU nurses. Design A cross-sectional study was carried out in 12 ICUs from four Italian urban hospitals. Method A total of 222 nurses participated and completed a self-reported questionnaire. Results and conclusion Results show that nursing work characteristics are directly related to team commitment, and that the nursing work characteristics and team commitment relationship was mediated by both perceived supervisor support and job satisfaction. Relevance to clinical practice Our findings may concretely contribute to literature and offer additional suggestions to improve nurses' work conditions and patient health in ICUs. [ABSTRACT FROM AUTHOR]

Aim To analyse nursing turnover intention from the unit by using multilevel approach, examining at the individual level, the relationships between job characteristics, job satisfaction and turnover intention, and at the group level the role of leader-member exchange. Background Research on nursing turnover has given little attention to the effects of multilevel factors. Method Aggregated data of 935 nurses nested within 74 teams of four Italian hospitals were collected in 2009 via a self-administered questionnaire. Results Hierarchical linear modelling showed that job satisfaction mediated the relationship between job characteristics and intention to leave at the individual level. At the unit level, leader-member exchange was directly linked to intention to leave. Furthermore, cross-level interaction revealed that leader-member exchange moderated the relationship between job characteristics and job satisfaction. Conclusion This study supported previous research in single-level turnover studies concerning the key role of job satisfaction, providing evidence that job characteristics are important in creating motivating and satisfying jobs. At the unit-level, leader-member exchange offers an approach to understand the role of unit-specific conditions created by leaders on nurses' workplace wellbeing. Implications for nursing management This study showed that it is important for nursing managers to recognise the relevance of implementing management practices that foster healthy workplaces centred on high-quality nurse-supervisor relationships. [ABSTRACT FROM AUTHOR]

portoghese i., galletta m., battistelli a., saiani l., penna m.p. & allegrini e. (2012) Journal of Nursing Management 20, 582-591 Change-related expectations and commitment to change of nurses: the role of leadership and communication Aim The purpose of this study was to test a theoretical model linking the impact of expectations on commitment to change and to explore whether change-related communication is a mediating variable between leader-member exchange and expectations. Background Expectations for change outcomes are an important condition to increase nurses' commitment to change. To understand the role of leadership and communication in expectations development is crucial to promote commitment to change. Method A predictive, non-experimental design was used in a random sample of 395 nurses. Structural equation modelling was used to analyse the hypothesized model. Results Positive expectations had a direct effect on affective commitment to change, whereas negative expectation had a direct effect on continuance commitment to change. Leader-member exchange and communication influenced nurse's expectations about change. Communication partially mediated the relationship between Leader-member exchange and expectations. Conclusion These findings suggested that nurses' expectation about change were strongly linked to commitment to change. Furthermore, the enhancement of communication and relationship with leader contributed to the development of positive and negative expectations. Implications for nursing management Strategies to promote commitment to change include developing positive expectations about change outcomes and building high-quality leadership style oriented to the communication. [ABSTRACT FROM AUTHOR]

The purpose of this study was to examine the variables that are related to person-environment fit in Italian nurses, highlighting the role of supervisor support and organizational support in the relationship between nurses' perceptions of care adequacy, job satisfaction, and turnover intention. Therefore, 1240 nurses from three hospitals completed a self-administered questionnaire. The results showed that supervisor support and organizational support act differently as moderators of the care adequacy-job satisfaction-turnover intention relationship. Finally, job satisfaction was a mediating variable between care adequacy and turnover intention. These findings have important implications for hospitals because they help to promote effective work environments and to reduce turnover intention. [ABSTRACT FROM AUTHOR]