The role of empowering leadership and psychological empowerment on nurses’ work engagement and affective commitment

Work engagement, resilience and turnover intentions among nurses: a mediation analysis

INTRODUCTION

Healthcare organizations experience difficult challenges as a result of nursing staff turnover. This is because it not only interrupts continuity of service but also its financial implications.

AIM

The purpose of the study was to find out the effects of work engagement on nurses' intentions to leave their jobs while considering resilience as a mediating factor.

METHODS

The study used a descriptive-analytical design using a survey questionnaire on nurses working in different healthcare settings. The Utrecht Work Engagement Scale, the Brief Resilience Scale, and the Turnover Intention Scale were among the validated scales that were employed. The hypothesized relations were tested using descriptive and mediation analyses at a significance of <0.05.

RESULTS

Though the turnover intention (n = 3.83 ± 1.42) and the level of work engagement (n = 4.03 ± 1.32) among nurses were high, their level of resilience of nurses was average (n = 2.48, SD: 0.63). Resilience had a negative association with turnover intention (β =  - 0.5699, p < .0001), and there was also a significant negative association between work engagement and turnover intentions among nurses with resilience mediating the relationship (β = -0.0367, p < .05).

CONCLUSION

Disengaged nurses are more likely to leave their jobs. Moreover, resilience acts as a mechanism through which work engagement influences turnover intentions. The study emphasizes the need to encourage work engagement among nurses to lessen intentions to leave the profession. Among factors that can improve work engagement and resilience to reduce turnover include conducting regular engagement assessments, fostering positive workplace cultures, employing flexible scheduling practices, and offering resources for personal and professional development.

The Mediating Role of Psychological Empowerment on the Relationship Between Digital Transformation, Innovative Work Behavior, and Organizational Financial Performance

With the use of digital technologies in today's innovation era, the financial sector has transformed how they facilitate customer business and generate a high level of revenue. This study aims to explore the relationship between innovative work behavior (IWB), digital transformation (DT), and organizational financial performance (OFP) to analyze the mediating role of workers' psychological empowerment (PE) between independent and dependent variables. Further, we examined the moderating role of smart technologies (ST) between PE and OFP. This study collected data from Saudi banking sector employees using a well-structured questionnaire adopted from previous literature. Next, Smart-PLS was used to analyze the data using the structural equation modeling-partial least squares (SEM-PLS) approach. The results reveal that IW positively relates to OFP, with PE mediating this relationship. Furthermore, DT positively affects OFP. ST acts as a positive moderator that enhances workers' PE and OFP. Meanwhile, PE, as a mediator, positively relates DT and IWB to OFP. Overall, this study makes valuable theoretical, empirical, and practical contributions, which can benefit bank management, policymakers, and future academic research.

Psychological Empowerment and Job Performance: Examining Serial Mediation Effects of Self-Efficacy and Affective Commitment

A substantial body of literature has analyzed the influence of psychological empowerment on individual and organizational outcomes. However, there is still a need to examine how empowered employees achieve higher performance. To fill this gap in the literature, this study analyzed the mediating role of self-efficacy and affective commitment in the relationship between psychological empowerment and task-based job performance. Data were collected from 357 employees. The hypotheses were tested using structural equation modeling and bootstrapping procedures. The results validated the structural relationships between psychological empowerment, self-efficacy, affective commitment, and task-based job performance. In addition, the serial mediation effect of self-efficacy and affective commitment was also confirmed. These results highlight the relevance of psychological variables, such as psychological empowerment and affective commitment, for individuals and organizations. The study supports that feeling empowered and emotionally committed is essential in building a long-term relationship between the employee and the organization.

Clinicians' psychological empowerment to engage in management as part of their daily work

PURPOSE

The purpose of the article is to analyze how physicians and nurses, as the two major health care professions, experience psychological empowerment for managerial work.

DESIGN/METHODOLOGY/APPROACH

The study was designed as a qualitative interview study at four primary care centers (PCCs) in Sweden. In total, 47 interviews were conducted, mainly with physicians and nurses. The first inductive analysis led us to the concept of psychological empowerment, which was used in the next deductive step of the analysis.

FINDINGS

The study showed that both professions experienced self-determination for managerial work, but that nurses were more dependent on structural empowerment. Nurses experienced that they had competence for managerial work, whereas physicians were more ignorant of such competence. Nurses used managerial work to create impact on the conditions for their clinical work, whereas physicians experienced impact independently. Both nurses and physicians experienced managerial work as meaningful, but less meaningful than nurses and physicians' clinical work.

PRACTICAL IMPLICATIONS

For an effective health care system, structural changes in terms of positions, roles, and responsibilities can be an important route for especially nurses' psychological empowerment.

ORIGINALITY/VALUE

The qualitative method provided a complementary understanding of psychological empowerment on how psychological empowerment interacted with other factors. One such aspect was nurses' higher dependence on structural empowerment, but the most important aspect was that both physicians and nurses experienced that managerial work was less meaningful than clinical work. This implies that psychological empowerment for managerial work may only make a difference if psychological empowerment does not compete with physicians' and nurses' clinical work.