Purpose This study aimed to identify the effects of shared leadership, communication skills, and team effectiveness, as perceived by nurses and nursing assistants in comprehensive nursing service units.
Methods A cross-sectional research design was adopted, and the sample included 306 nurses, nurse assistants, and caregivers working in nine hospitals with fewer than 500 beds in two South Korean cities. The data were analyzed using descriptive statistics, t-tests, ANOVA, Pearson’s correlation coefficient, and four-step hierarchical regression analysis.
Results The factors influencing team effectiveness in the hierarchal multiple regression analysis were shared leadership (β=.57, p<.001) and communication skills (β=.18, p<.001). These factors explained 49% of the total variance.
Conclusion To enhance team effectiveness in compressive nursing service units, educational programs focusing on shared leadership and communication skills among nurses, nursing assistants, and caregivers must be developed.
Purpose This study identified the influence of self-leadership, managers’ authentic leadership, and nurses’ organizational culture relationships on hospital nurses‘organizational silence. Methods An explanatory sequential mixed-method study was conducted. For the quantitative portion, 138 nurses from seven hospitals participated. For the qualitative portion, ten nurses with high organizational silence scores were interviewed. Quantitative data were analyzed with SPSS/WIN 26.0. Qualitative data were analyzed by content analysis using NVivo 12.0. Results Quantitative results indicated that self-expectations and a relation-oriented culture explained 14.0% of the variance in acquiescent silence. The combined effect of rehearsal, constructive thought, and relational transparency associated with managers’ authentic leadership on prosocial silence was 15.0%. Qualitative results revealed eight primary themes related to organizational silence: 1) being unable to voice my opinion because I feel insignificant, 2) things that middle managers cannot say, 3) earnest managers, 4) receptive managers, 5) indifferent managers, 6) feeling of camaraderie, 7) selective silence based on performance, and 8) mandatory following of directives. Conclusion Programs to improve managers’ leadership skills and reduce hospital nurses’ organizational silence should be implemented consistently. Hospitals should strive to foster a positive and equitable organizational culture.
Purpose This study examined the influence of patient safety management systems, leadership, and communication types on nurses’ patient safety management activities. Methods Participants were 237 nurses who has been working in medical institutes for over 6 months. Online self-report questionnaires were conducted. Measures included patient safety management systems, transformational leadership, authentic leadership, communication types, and patient safety management activities. Data were analyzed using descriptive statistics, t-test, ANOVA, Pearson’s correlation coefficients, and multiple regression with SPSS/WIN 24.0. Results According to the general characteristics, patient safety management activities were higher among nurses who were female (t=4.27, p<.001), charge nurses (t=-2.41, p=.016), had healthcare accreditation experience (t=4.36, p<.001), and worked in nursing units implementing a team nursing method (F=6.26, p=.002) with more than 30 nurses (F=6.28, p=.043). Female nurses (β=.16, p=.015) with high authentic leadership (β=.21, p=.002), low informal communication (β=-.21, p=.004), and high downward communication (β=.19, p=.009) showed higher patient safety management activities. The models' explanatory power was 21.0%. Conclusion Based on the results of this study, further research is needed to investigate the differences in patient safety management activities according to gender, the number of nurses per ward, and the nursing delivery system. Lowering informal communication and strengthening authentic leadership and downward communication may improve nurses’ patient safety management activities.
Purpose This study used a structural model to identify organizational characteristics, such as work environment, nursing organizational culture, and manager leadership of general hospital nurses, and to examine the effect of organizational characteristics on turnover intention through organizational silence. Methods Data were collected from July 1, 2017 to August 30, 2017, using structured questionnaires. Participants were nurses in general hospitals with more than 250 beds and less than 500 beds in Busan City and Gyeongsangnam Province. The collected data were analyzed using IBM SPSS 23.0 and AMOS 23.0. Results The nursing work environment, external employment opportunities, relationship-oriented culture, and acquiescent and defensive silence directly impacted turnover intention. Additionally, the nursing work environment and external employment opportunities indirectly affected turnover intention through acquiescent silence. Conclusion To lower general hospital nurses’ turnover intention, the external environment should be reviewed and continuously compared to provide a better internal nursing work environment. In addition, it is necessary to find a way to lower the acquiescent silence, which can negatively affect the organization, by creating a relationship-oriented culture that emphasizes the relationship between members.
Purpose This study aimed to determine the mediating effect of leader-member exchange (LMX) on the relationship between nursing unit managers’ethical leadership and nurses’turnover intentions. Methods A cross-sectional nationwide survey was performed using structured questionnaires. A total of 225 clinical nurses working in general tertiary hospitals were recruited through proportional quota sampling; the quota used represented the location of working hospitals in South Korea. Data were collected through an online survey and snowball sampling from June to September 2022 and analyzed using the SPSS 25.0 program. A mediation analysis was performed using a simple mediation model applying the PROCESS macro with 95% bias-corrected bootstrap confidence interval. Results In bootstrapping, the indirect effect (X→M→Y) was statistically significant (B=-0.77, 95% CI:-1.02 to -0.50). LMX showed a mediating effect on the relationship between nursing unit managers’ethical leadership and clinical nurses’ turnover intention. In this model, the total effect was B=-0.93 (p<.001). Conclusion These findings suggest that LMX must be considered when making a strategy for nursing retention in the hospital setting. Nursing unit managers with ethical leadership could decrease nurses’ turnover intention by improving the LMX.
Purpose This study aimed to examine general nurses' nursing leadership in patient care using focus group interviews. Methods This study was conducted after obtaining approval from the ethics committee of a university.
After completing a focus group interview with 13 general nurses working at a general hospital, we performed qualitative content analysis according to Kreuger's guidelines. Results A total of 170 meaningful statement units of nursing leadership that appeared in the clinical experience of general nurses were extracted, and 10 final sub-themes and the three themes connecting them were derived. The themes derived were “leading patients into nursing,” “experiencing the power of growth,” and “facilitating situations that allow focus on patient care.” Conclusion: This study helps in understanding the nursing leadership of general nurses in patient care. To encourage general nurses to exert their nursing leadership and grow as autonomous nurses, nursing educators must appropriately present the learning outcomes and content of nursing leadership. Additionally, in the clinical setting, organizational support is necessary to foster understanding and the demonstration of general nurses' nursing leadership.
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Nursing Performance and Organizational Socialization of New Nurses according to Teaching Style of Preceptors and Personality of New Nurses Jeong Sill Choi, Nam Young Yang Journal of Korean Academy of Nursing Administration.2012; 18(3): 281. CrossRef
Purpose This study aimed to identify the mediating effects of self-leadership and resilience on the relationship between preceptors’ clinical teaching behavior and field adaptation of new graduate nurses. Methods Data were collected from 184 new graduate nurses working at two advanced general hospitals. The research model was designed based on PROCESS macro (model 6) proposed by Hayes and analyzed using SPSS 26.0 program. Results The results showed a positive correlation between preceptors’ clinical teaching behavior and self-leadership, resilience, and field adaptation. Preceptors’ clinical teaching behavior (β=.18, p<.001) and resilience (β=.14, p=.030) had a direct effect on the field adaptation of new graduate nurses. Self-leadership and resilience had a serial double mediating effect. Preceptors’ clinical teaching behavior had a significant effect on the field adaptation of new graduate nurses through self-leadership and resilience. Conclusion To improve the field adaptation of new graduate nurses, the government should expand the current education support project to provide sufficient manpower.
Moreover, medical institutions and nursing organizations should develop and apply programs to strengthen preceptor’s clinical teaching behavior.
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Purpose This study investigated the effects of nursing unit managers' authentic, transformational, and transactional leadership styles on positive psychological capital and turnover intention in advanced beginner-stage nurses (ABNs). Methods The study included 157 nurses with clinical experience ranging form more than one year to less than 3 years in three general hospitals. Data analysis was conducted using the SPSS/WINdows software version 26.0. Results Authentic, transformational, and transactional leadership styles of nursing unit managers increased the positive psychological capital of ABNs, thereby lowering their turnover intention. Additionally, the turnover intention of ABNs was negatively correlated with the authentic, transformational, and transactional leadership styles of a nursing unit manager and positive psychological capital. Positive psychological capital showed a mediating effect in the relationship between authentic, transformational, and transactional leadership styles of nursing unit manager and turnover intention of ABNs. Conclusion To reduce ABNs turnover, medical institutions and nursing organizations should focus on enhancing nursing unit managers’ transformational and authentic leadership styles. Moreover, as transactional leadership has been found to decrease the turnover intention among ABNs, nursing unit managers should carefully consider their responsibilities and resources allocation to provide conditional compensation support to nurses.
Purpose This study investigated the mediating effect of patient participation culture in the relationship between ethical leadership and performance in patient-engaged nursing services. Methods This study employed a cross-sectional descriptive online survey design. The sample comprised 104 nurses from small- and middle-sized Korean hospitals.
Data were collected between May 10 and September 10, 2019 using the Smart Patient Engagement Assessment Checklist, Korean versions of the Patient Participation Culture Tool for healthcare workers, the Ethical Leadership Scale, and a questionnaire about nurses' demographic and work characteristics. A mediation analysis was conducted using multiple regression and a simple model applying the PROCESS macro using SPSS/WINdows software version 26.0. Results Ethical leadership directly affected (c'=0.28, p<.001) performance in patient-engaged nursing services. Patient participation culture partially mediated the relationship between ethical leadership and performance in patient-engaged nursing services (a ․ b=0.51×0.20=0.10, 95% Boot CI=0.18~0.20). Conclusion Optimizing the patient participation culture and adherence to ethical leadership among hospital administrators and managers can improve nurses' performance in patient-engaged nursing services. Nurse managers' ethical leadership should be strengthened, and patient participation culture should be encouraged at policy levels through systematic nurse education on patient safety and engagement to enhance performance-engaged nursing services.
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Purpose This study aimed to identify the effects of empowering leadership and job crafting on work engagement among nurses.
Methods: Data were collected from 161 hospital nurses. Data were analyzed using the independent t-test, Mann-Whitney U test, one-way ANOVA, Pearson correlation coefficient and Hayes's PROCESS macro method for the mediation effect.
Results: Empowering leadership and job crafting showed a significantly positive correlation with work engagement. Furthermore, job crafting had a mediating effect on the relationship between empowering leadership and work engagement.
Conclusion: A strategy that enhances task job crafting and cognitive job crafting of members by strengthening manager's empowering leadership can lead to work engagement and have a positive effect on organizational performance.
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Purpose The purpose of this study is to confirm the mediating effect of group efficacy in the relationship between transformational leadership and servant leadership of nursing managers recognized by new nurses and organizational socialization of new nurses.
Methods: Survey data from 121 new nurses were analyzed. The independent variables were transformational and servant leaderships, the dependent variable was the organizational socialization, and the mediating variable was the collective efficacy. The mediating effect of group efficacy in the relationship between transformational leadership, servant leadership, and organizational socialization was analyzed by hierarchical multiple regression analysis. Furthermore, the Sobel test was conducted to verify the effectiveness of the pathway.
Results: In the relationship between transformational leadership, servant leadership, and organizational socialization, the collective efficacy showed partial mediating effect.
Conclusion: To promote organizational socialization of new nurses, it is necessary to organize a nursing delivery system or induce an organizational atmosphere that allows the employees to perform together effectively. It is believed that managers and nurses should work co-operatively and create a model system that helps them achieve their common goals that correspond with the aims, values, and beliefs of the organization.
Purpose This study aimed to investigate the influence of role conflict, head nurses’ super leadership and nursing organizational culture on organizational commitment among male nurses.
Methods: This cross-sectional study included 221 male nurses who had worked for more than six months in university hospitals, general hospitals, and clinics. Data were collected using structured, self-administered questionnaires on role conflict, head nurse super leadership, nursing organizational culture, and organizational commitment. The data obtained were analyzed using descriptive analysis, independent t-test, analysis of variance, Scheffé test, Pearson’s correlation coefficients, and regression analysis.
Results: Organizational commitment had a significant positive correlation with head nurse super leadership, innovation-oriented culture, and relation-oriented culture; however, it had a significant negative correlation with role conflict and task-oriented culture. Among the general characteristics, the significant factors influencing organizational commitment among male nurses were number of beds and departments. Furthermore, among the main variables, innovation-oriented culture, task-oriented culture, role conflict, and head nurse super leadership influenced organizational commitment.
Conclusion: To increase male nurses’ organizational commitment, it is necessary to create an innovative organizational culture, reduce role conflicts, and improve head nurse super leadership.
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Purpose This study aimed to identify the mediating effects of team trust on the relationship between the authentic leadership of the nursing unit manager as perceived by the nurses and the nurses’ organizational citizenship behavior (OCB).
Methods: Data were collected from 276 nurses working over six months at a university hospital. The research model was designed based on the PROCESS Macro model 4 and analyzed using the SPSS 26.0 program.
Results: The results show that authentic leadership and team trust had strong correlations with nurses’ organizational citizenship behavior. Nursing unit managers’ authentic leadership had a direct effect on team trust and organizational citizenship behavior. Team trust had a direct effect on organizational citizenship behavior. There was a mediation effect of team trust between authentic leadership and the organizational citizenship behavior of nurses.
Conclusion: To increase team trust in nursing units, the institution should provide systematic support such as education and training program to enhance the authentic leadership of nursing unit managers.
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Purpose This study to identify valuated the competency in nursing leadership among new nurses through the perception of nursing managers.
Methods: This a total of 136 nursing managers from two general hospitals in the Seoul metropolitan area were included in this study. Nursing leadership competencies in new nurses were measured using the Student Leadership Practices Inventory developed by Kouzes and Posner. We identified priorities in the development of nursing leadership competencies for new nurses.
Results: The overall importance and performance of nursing leadership competencies for new nurses were assessed by nursing managers at an average of 3.92±0.37 and, 2.84±0.50, respectively. Of the 30 nursing leadership competencies, 11 would need to be maintained and strengthened, seven would need to focus on improvement efforts, and 11 would have low priority. The last one was overdone.
Conclusion: Of the 18 items of high importance based on the nursing leadership competencies among new nurses identified, for seven items indicating low performance, the performance of nurses should be improved by introducing nursing leadership development programs after they enter the work environment. Eleven low-priority nursing leadership competencies require a long-term strategic approach and need to spread the understanding of nursing leadership throughout the nursing organization.
Purpose The purpose of this study was to investigate the association between self-control, social responsibility, transformational leadership, and career preparation behavior, and to identify factors influencing career preparation behavior. Methods The participants were 215 nursing students in one university located in J-city. Data collection was conducted between June 1st and June 19th, 2020, and was analyzed using independent t-test, one way ANOVA, Scheffé test, Pearson correlation coefficients, and stepwise multiple regression analysis with SPSS/WIN 20.0. Results The career preparation behavior showed a significant positive correlation with social responsibility (r=.44, p<.001), and transformational leadership (r=.44, p<.001). The significant predictors of career preparation behavior were academic year (β=.36, p<.001), social responsibility (β=.28, p=.002), transformational leadership (β=.25, p=.004), and reason for application (β=.14, p=.015). These factors explained 36.0% of the career preparation behavior in the regression model (F=19.87, p<.001). Conclusion The findings indicate that grade, social responsibility, transformational leadership, and reason for application impact career behavior preparation. It is necessary to provide systematic career preparation behavior programs considering academic year, social responsibility, transformational leadership, and reason for application of nursing students.
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Purpose The purpose of this study was to build a hypothetical model and verify the validity among variables that influence the organizational socialization of nursing students.
Methods: Data collection was conducted from fourth year nursing students to whom questionnaires were distributed from June 18 to July 28, 2019. Of the questionnaires 320 were returned. Thirty questionnaires were not returned and 19 questionnaires with insufficient answers were excluded. For final analysis 301 questionnaires were analyzed with SPSS/WIN version 24.0 and AMOS version 24.0. Results The hypothetical model was a good fit for the data. The goodness-of-fit of the study model was x 2 =522.672, df=284, p<.001, CFI=0.91, TLI=0.90, IFI=0.91, RMR=0.03, and RMSEA=0.05. The factors influencing nursing students’ organizational socialization were self-leadership and clinical practice competency. The factors influencing nursing students’ nursing core competencies were self-leadership and clinical practice competency.
Conclusion: A professional nurse should be competent and competency can be improved by experiencing theoretical education and clinical practice education which are formal courses in nursing education. The study results suggest that developing and applying various teaching strategies and other programs along with the curriculum can increase organizational socialization in nursing students.
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Purpose The purpose of this study was to investigate the effects of shared leadership and vertical leadership on team satisfaction, team commitment, and team performance of nurses.
Methods: This study was a descriptive survey study. The participants in this study were 165 nurses working at a general hospital located in Gyeonggi-do, Korea.
Data were collected from March 9 to April 12, 2018 using a structured questionnaire and analyzed with the SPSS/WIN program.
Results: Shared leadership and vertical leadership were found to have a positive correlation with the nurse's team satisfaction, team commitment, and team performance. Empowering leadership behavior, one of the sub-factors of shared leadership, had a positive effect on team satisfaction (β=.25, p=.003), team commitment (β=.32, p<.001), and team performance (β=.25, p=.004). Empowering leadership behavior, one of the sub-factors of vertical leadership, had a positive effect on team performance (β=.32, p=.023).
Conclusion: These results show that the team effect of shared leadership is better than that of vertical leadership. It can be concluded that empowering leadership behavior is important in improving the team performance of nurses. Therefore, hospitals and nursing managers should strive to develop the enhanced empowering leadership behavior programs for nurses.
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Purpose The purpose of this study was to identify the mediating effect of self-leadership and shared leadership in the relationship between work-life balance and organizational socialization among hospital nurses.
Methods: Survey data from 159 nurses in 5 general hospitals were analyzed. The independent variable was work-life balance, the dependent variable, organizational socialization, and the leadership parameters were self-leadership and shared leadership. The hypothesis was tested using the maximum likelihood method (ML) to analyze the covariate structure. For statistical significance of the direct and indirect effects of the hypothetical model, bootstrapping was used.
Results: In the relationship between work-life balance and organizational socialization, self-leadership had no mediating effect, but shared leadership showed complete mediation.
Conclusion: Individuals should strive to maintain work-life balance through health management and role-sharing, and organizations should analyze factors that hinder work-life balance and present policies to reduce them. In addition, to improve shared leadership, positive interactions are required, such as sharing problems, collecting opinions, and functioning as a positive role model among members of the organization.
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Purpose This study was conducted to test a structural model for patient safety culture of clinical nurses focusing on organizational policy and interpersonal factors.
Methods: A descriptive structural equation model design was used. Participates in this study were 385 clinical nurses. The variables of safety management system, authentic leadership, team effectiveness, and patient safety culture were measured to test the hypothetical model. SPSS 25.0 and AMOS 21.0 were used to analyze descriptive statistics and path analysis.
Results: The final model fit satisfied goodness-of-fit and all path were significant. Authentic leadership (β=.54, p=<.001) was reported as the most influencing factor, followed by team effectiveness (β=.24, p<.001) and safety management system (β=.21, p<.001). Safety management system (β=.38, p=.002) and authentic leadership (β=.12, p=.002) had indirect effects on patient safety culture as well.
Conclusion: The findings of this study show the importance of authentic leadership, team effectiveness, and safety management system to develop patient safety culture. The health care organization should develop the programs to increase these influencing factors.
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Purpose This study was done to investigate the mediating effect of trust in supervisor in the relationship between ethical leadership of nursing unit managers and job embeddedness of staff nurses.
Methods: Participants were 216 staff nurses from one tertiary general hospital and three general hospitals. Data were collected from June to August, 2018, using self-report questionnaires. Data were analyzed using descriptive statistics, independent t-test, Mann-whitney U test, One-way ANOVA, Kruskal-wallis, Welch test, Scheffé test, Games-Howell, Pearson correlation coefficients and multiple regression, with the SPSS/WIN 23.0 program. A mediation analysis was performed according to the Baron and Kenny method and Sobel test.
Results: There were significant relationships between ethical leadership and trust in supervisor (r=.85, p<.001), ethical leadership and job embeddedness (r=.38, p<.001), and trust in supervisor and job embeddedness (r=.41, p<.001). Trust in supervisor showed full-mediating effects in the relationship between ethical leadership and job embeddedness.
Conclusion: The results of this research show the importance of the role of trust in the supervisor as a full mediating variable. To increase the nurses’ job embeddedness, it is necessary to develop programs and strategies to enhance trust in supervisors, as well as training nursing unit managers to provide ethical leadership.
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Purpose This study was performed to identify levels of self-leadership, professional self-concept, emotional labor and professional quality of life, and investigate the relationship among these variables in hospital nurses.
Methods: This study was a cross-sectional survey. The data were collected from May 20 to June 30, 2019. Participants were 200 nurses working at 4 general hospitals in Korea. Data were analyzed using the SPSS/WIN 25.0 program.
Results: There was a positive relationship between compassion satisfaction and self-leadership, professional self-concept and emotional labor, and a negative relationship between burnout and the other variables in this study. There were positive and negative relationships between secondary traumatic stress and the other variables in this study.
Compassion satisfaction, which is one sub-factors of professional quality of life, was influenced by professional self-concept and emotional labor, and these variables explained 55% of compassion satisfaction. Burnout was only influenced by professional self-concept which explained 47% of burnout. Secondary traumatic stress was influenced by emotional labor and gender which accounted for 5% of secondary traumatic stress.
Conclusion: These results show that professional self-concept is very important in promoting quality of life for nurses. So nurse managers should try to strengthen nurses’ professional self-concepts.
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Purpose The purpose of this study was to investigate the effects of head nurses’ authentic leadership, job satisfaction and organizational commitment as perceived by newly licensed nurses and to identify related factors influencing turnover intention. Methods A descriptive survey study was conducted with survey data collected between September 9 and 27, 2019 from 190 newly licensed nurses. The data was analyzed using statistical methods including descriptive statistics, frequency analysis, independent t-test, Pearson correlation coefficients, and multiple linear regression employing SPSS 24.0. Results The analysis results show that the turnover intention had positive correlations with the total work experience and work experience with a head nurse, while negative correlations were found with job satisfaction and organizational commitment. The factors affecting the dependent variable of turnover intention were analyzed as the total work experience (β=23, p=.014) and organizational commitment (β=-.68, p<.001). In addition, the explanation ability of turnover intention of newly licensed nurses was 48% (F=36.06, p<.001). Conclusion The results show that even after their preceptee period, there is a need for systematic long-term job-training programs to enhance the work adaptability and organizational commitment of newly licensed nurses.
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Purpose This study was conducted to identify the influences of critical thinking disposition and perceived nurse managers' leadership style on nurses' competency with evidence based practice in hospitals. Methods The participants were 147 nurses working in two university hospitals in Seoul, Korea. Data were collected during February and March in 2017 and were analyzed with Multiple Regression Analysis using SPSS/WIN 18.0. Results The most influential factor on nurses' competency of evidence based practice was critical thinking disposition (β=.55, p<.001), followed by transformation (β=.20, p=.011) which together explained their competency of evidence based practice up to 53.0%. Conclusion It is necessary to develop intervention programs and curriculum to enhance competence for nurses. It is also necessary to draw plans to develop nursing managers’ transformational leadership. Therefore not only clinical nurses but also throughout the organization, strategies and curriculums should be developed to help nurses perform evidence based practice.
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Purpose The purpose of this study was to identify factors influencing organizational commitment of nurses at the advanced beginner stage by examining relationships between positive psychological capital, social support, head nurses' authentic leadership and organizational commitment. Methods One hundred and ten nurses at the advanced beginner stage were recruited from a tertiary hospital. Their clinical experience was from over 13 months to less than 36 months. Data were collected using self-report questionnaires which were used to identify participants' characteristics, positive psychological capital, social support, head nurses' authentic leadership and organizational commitment. Results The organizational commitment score was 3.16±0.43 points. The results of the stepwise multiple regression showed that factors affecting organizational commitment of nurses at the advanced beginner-stage were head nurse’s authentic leadership, positive psychological capital, and job satisfaction in current working department, indicating that these three variables accounted for 25% of organizational commitment. Conclusion The findings from this study indicate that the authentic leadership of head nurses needs to be enhanced to increase the organizational commitment of nurses at the advanced beginner-stage, also a program needs to be developed to improve their positive psychological capital.
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PURPOSE The purpose of this study was to explore the effects of head nurses' authentic leadership and empowerment on job satisfaction, and nursing performance of nurses and to identify the mediating effect of empowerment in the relationships of head nurses' authentic leadership, with nurses' job satisfaction, and nursing performance. METHODS The sample for this study was 149 nurses from 2 general hospitals located in Busan. Data were collected using self-administered questionnaires and the SPSS/WIN 23.0 program was used for analysis. Mediation analysis was performed according to the Baron and Kenny method and Sobel test. RESULTS Head nurses' authentic leadership showed positive correlations with empowerment, job satisfaction, and nursing performance. Empowerment showed partial mediating effects in the relationship between head nurses' authentic leadership and nurses job satisfaction, and a perfect mediating effect in the relationship between head nurses' authentic leadership and the performance of nursing. CONCLUSION The results indicate that it is necessary to develop strategies and applications to enhance nurses' empowerment for improved job satisfaction and nursing performance.
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