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Abstract Background Empowerment of hospital workers is known as a key factor of organizational performance and occupational health. Nevertheless, empowering workers remains a real challenge. As in many traditional organizations, hospitals follow a bureaucratic model defined by a managerial culture of control and a stratified organization, which at once weaken professionals’ mastery of their work and hinder their commitment and performance. Based on the existing literature this protocol describes a new managerial and organizational transformation program as well as the study design of its effect on worker empowerment in a large French public hospital. The project is funded by the French Ministry of Health for a total of 498,180 €. Methods This study is a randomized controlled trial conducted in a French university hospital complex (CHU). The CHU comprises 12 sub-centers (SC) with about 20 care units and 1000 employees each. Randomization is performed at SC level. The intervention lasts 12 months and combines accompaniment of healthcare teams, frontline managers and SC directors to empower first-line professionals in the experimental SC. Quantitative outcome measurements are collected over 2 years during mandatory check-ups in the occupational medicine department. The primary outcomes are structural and psychological empowerment, motivational processes, managerial practices, working conditions, health and performance. Mixed linear modeling is the primary data analysis strategy. Discussion The protocol was approved by the CHU health ethics committee. The results of the analysis of the intervention effects will be reported in a series of scientific articles. The results will contribute to reflection on prevention and management policies, and to the development of Workplace Quality-of-Life. If the intervention is a success, the system will warrant replication in other SCs and in other health facilities. Trial registration The study was retrospectively registered at ClinicalTrials.gov on July 4, 2019 (NCT04010773).

This research aims to identify the role of leader empowering behaviours in high school teachers' perceptions of psychological contract. The population of the study is composed of 21 high schools and 913 teachers in Usak. The stratification sampling method is employed, and 280 teachers from 21 school participated in the study. Teachers' perceptions of psychological contract at school is determined through the "Teachers' Level of Compliance with Psychological Contract Scale" and "School Principals' Level of Compliance with Psychological Contract" scale developed by Koçak (2016). The "Leader Empowering Behaviour Questionnaire" developed by Konczak, Stelly, and Trusty (2000) is used to identify teachers' perceptions regarding empowerment. Descriptive statistics such as mean and standard deviation are used in data analysis. Additionally, Pearson Correlation Coefficient is used to measure the relationship between the variables, and hierarchal regression technique is employed for predictive analysis. The findings show that, there is a significant correlation between the levels of compliance with psychological contract of school principals and teachers. Thus, it was confirmed that psychological contract at schools is based on exchange theory. Further findings show that the Leader Empowering Behaviour subscales of coaching for innovative performance, skill development, information sharing and delegation of authority and accountability are positive predictors of teachers' level of compliance with psychological contract. [ABSTRACT FROM AUTHOR]

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]