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Aim To determine if a leadership development programme based on an empowerment framework significantly increased leaders' use of empowering behaviours. Background Leadership programmes are effective ways to prepare nurse leaders for their complex roles. Relational competencies, such as leader empowering behaviours, are associated with improved leader, staff and practice environment outcomes. Methods A quasi-experimental, pre-test-post-test design was used to compare perceptions and self-reported behaviours of leaders who participated in a year-long leadership programme with those of similar leaders who did not attend the programme. Multiple regression analyses were used to evaluate a conceptual framework of leader empowerment. Results The leadership programme was directly associated with leaders' perceptions of using more empowering behaviours. Leader empowering behaviours were also associated with feelings of being structurally empowered, mediated through feelings of being psychologically empowered, although the source of empowerment needs further investigation. Conclusions Leaders' use of empowering behaviours can be increased through focused training and through a workplace empowerment process. Implications for nurse management Leader empowering behaviours have been shown to be associated with more engaged staff and healthier work environments. Based on study results, we suggest that these behaviours are teachable, and they should be emphasized in leadership development programmes. [ABSTRACT FROM AUTHOR]

Aim To determine if nurse leaders' attendance at a leadership development programme based on an empowerment framework would increase staff perceptions of organisational support and organisational commitment. Background Leadership empowering behaviours are teachable relational competencies that have been associated with quality leader-staff relationships and positive staff outcomes. Methods A quasi-experimental, pre-test-post-test design was used to compare perceptions of staff whose leaders participated in a year-long leadership programme with staff of similar leaders who did not attend the programme. A series of multiple regression analyses were used to test the conceptual model of programme effects. Results Leaders' programme participation was directly associated with greater staff organisational commitment 1 year after the programme. Both programme attendance and leader-empowering behaviours were found to act as independent catalysts for staff empowerment, with structural empowerment partially mediating the effects of leader empowering behaviours on organisational commitment. Conclusions Leader participation in a development programme based on an empowerment framework may be an important means of increasing staff organisational commitment, a key predictor of staff turnover. Implications for nurse management Leadership development programmes should emphasize relational competencies, including leader empowering behaviours, given their potential for enhancing organisational commitment. [ABSTRACT FROM AUTHOR]