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Purpose This study aims to test a model examining the impact of leader empowering behaviour on experienced nurses’ self-efficacy, interprofessional collaboration, job turnover intentions and adverse patient outcomes. Design/methodology/approach Structural equation modelling in Mplus was used to analyse cross-sectional survey data from experienced nurses in Alberta, Ontario, and Nova Scotia, Canada (n = 478). Findings The results supported the hypothesized model: (164) = 333.021, p = 0.000; RMSEA = 0.047; CFI = 0.965; TLI = 0.959; SRMR = 0.051. Indirect effects were observed between leader empowering behaviour and nurses’ assessment of adverse events and leader empowering behaviour and nurses’ job turnover intentions through interprofessional collaboration. Research limitations/implications Leader empowering behaviour plays a role in creating collaborative conditions that support quality patient care and the retention of experienced nurses. Practical implications The findings will be of interest to academic and hospital leaders as they consider strategies to retain experienced nurses, such as nurse manager selection, development and performance management systems. Originality/value The influx of new graduate nurses to the nursing profession and changing models of care requires the retention of experienced nurses in the workforce. The findings suggest that leader empowering behaviour and interprofessional collaboration are important factors in supporting quality patient care and stabilizing the nursing workforce.

Although employee creativity has been identified to promote organizational competitiveness, its effect on leader empowering behaviors remains underexplored. This study investigated the underlying mechanism and boundary condition under which employee creativity influences leader empowering behaviors. Drawn on social exchange theory and similarity-attraction theory, this study developed a moderated-mediation model in which supervisor–subordinate guanxi serves as the intervening mechanism and supervisor–subordinate similarity serves as a boundary condition influencing this relationship. Using three-wave, time-lagged survey data collected from 309 supervisor–subordinate dyads, this study found that supervisor–subordinate guanxi mediates the relationship between employee creativity and leader empowering behaviors, and that this relationship is stronger when supervisor–subordinate similarity is high rather than low. Finally, theoretical and practical implications were discussed.

As the business environment becomes more competitive and uncertain, organizations are increasingly relying on their employees' knowledge and ideas. This study focused on leader-leader exchange (LLX) to explore how it affects team prosocial voice through the empowering behavior of team leaders. We also investigated the moderating role of team proactive behavior. Through empirical testing of matched data from 182 pairs of leaders and members of a large enterprise in China, we found that LLX positively affected team prosocial voice behavior, and that leader empowering behavior played an intermediary role between LLX and team prosocial voice behavior, such that high LLX increased empowering leader behavior and thus improved team prosocial voice. Finally, we found that the moderating effect of team proactive behavior on the relationship between empowerment leader behavior and team prosocial voice was not significant. Implications of our findings are discussed.

Focusing on gender role theory and the queen bee phenomenon, this study explored the differentiated exchange relationships between leaders and subordinates with different gender composition, and their influence on leader empowering behavior. We collected data from 1,211 subordinates of 286 teams at a Fortune 500 company in China through the questionnaire method. The empirical analysis results showed that the leader-member exchange relationship of the woman leader-woman subordinate composition was lower than that of the man leader-man subordinate composition, which further reduced leader empowering behavior. This study further used man leader-woman subordinate and woman leader-man subordinate compositions as control groups to verify the effectiveness of the queen bee phenomenon. We concluded that the queen bee phenomenon alone does not significantly affect leader empowering behavior, but that the combination of gender stereotypes and queen bee phenomenon has a significant effect.

PurposeThe aim of this study is to look into the associations, both direct and indirect, between a leader empowering behavior and employee turnover intention. Additionally, this study examines the mediating effects of work–family conflict (WFC) and work–family spillover (WFS) in the association between a leader empowering behavior and employee turnover intention. This study also explored how perceived peer support (PPS) may have a moderating effect on these associations.Design/methodology/approachA time-lag approach was used in this study to collect data from the 228 participants that made up the sample. Both front-desk employees and their immediate supervisors were included in this sample, which came from diverse tourism enterprises in central China. The research design included two independent time waves that were separated by two months, making it easier to examine the way the variables of interest changed throughout that time.FindingsThe results showed that there is a significant impact of leadership behaviors on WFS, WFC and employee turnover intention. This study showed a significant mediating effect of WFS, however, the influence of WFC as a mediator was not statistically significant. Furthermore, the results suggested that PPS significantly moderated the association between leader empowering behavior and WFS. The findings revealed that the mediating effect of WFS in the association between leader empowering behavior and employee turnover intention.Originality/valueThis study advances knowledge of the impacts of leadership empowering behavior on employee turnover intention through the use of a moderated mediation analysis. Based on the leader member exchange, it offers a distinctive perspective on leadership empowering behaviors to maintain a work–family balance in tourism.

Background: The South African mining healthcare sector faces injuries, illnesses including HIV and AIDS and high staff turnover rates. In this sector, nurse managers should create an optimal environment for providing nursing care by motivating, influencing and empowering nurses. Objectives: This study aimed to investigate the relationship between nurse managers’ resilience and empowering leader behaviour in this sector. Method: The study employed a quantitative, descriptive and correlational design. The research population comprised 31 nurse managers, 101 professional nurses, 79 enrolled nurses and 79 enrolled nursing auxiliaries who participated in the study. Two questionnaires were used as data collection methods, namely Wagnild and Young’s Resilience Scale Questionnaire to investigate the resilience of nurse managers and the Empowering Leadership Questionnaire to measure empowering leader behaviour of the nurses supervised by a particular nurse manager. Results: Out of 31 nurse managers, 8 had a low level, 19 had a moderate level and 4 had a high level of resilience. According to Hoteling’s t-test the nurse managers in the low resilience group displayed lower empowering leader behaviour as perceived by their team members than those in the high resilience group in terms of the five factors included in the Empowerment Leadership Questionnaire. Conclusion: Respondents with high resilience scores tended to have higher leader empowering behaviour. Recommendations include the strengthening of nurse managers’ resilience through workshops and reflection practices, debriefing and performance feedback sessions.

Nurse burnout is a widespread phenomenon characterized by a reduction in nurses’ energy that manifests in emotional exhaustion, lack of motivation, and feelings of frustration and may lead to reductions in work efficacy. This study was conducted to assess the level of burnout among Jordanian nurses and to investigate the influence of leader empowering behaviors (LEBs) on nurses’ feelings of burnout in an endeavor to improve nursing work outcomes. A cross-sectional and correlational design was used. Leader Empowering Behaviors Scale and the Maslach Burnout Inventory (MBI) were employed to collect data from 407 registered nurses, recruited from 11 hospitals in Jordan. The Jordanian nurses exhibited high levels of burnout as demonstrated by their high scores for Emotional Exhaustion (EE) and Depersonalization (DP) and moderate scores for Personal Accomplishment (PA). Factors related to work conditions, nurses’ demographic traits, and LEBs were significantly correlated with the burnout categories. A stepwise regression model–exposed 4 factors predicted EE: hospital type, nurses’ work shift, providing autonomy, and fostering participation in decision making. Gender, fostering participation in decision making, and department type were responsible for 5.9% of the DP variance, whereas facilitating goal attainment and nursing experience accounted for 8.3% of the PA variance. This study highlights the importance of the role of nurse leaders in improving work conditions and empowering and motivating nurses to decrease nurses’ feelings of burnout, reduce turnover rates, and improve the quality of nursing care.

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 ).

PurposeAlthough employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level. Drawing on social cognitive theory, this study aimed to uncover how leaders' perception of team overqualification influenced their cognition and follow-up behavior.Design/methodology/approachWe performed two studies to test our model. In Study 1, we conducted an experiment to examine the causal relationship between leaders' perception of team overqualification and leadership self-efficacy. In Study 2, a two-wave field study was conducted to test the overall model based on a sample obtained from a steel company in China.FindingsWe found that leaders' perception of team overqualification reduced leadership self-efficacy, which in turn hindered leaders' empowering behavior. In addition, leaders' social face consciousness strengthened the negative relationship between leaders' perception of team overqualification and leadership self-efficacy, such that the relationship was more negative when leaders' social face consciousness was high rather than low.Originality/valueOur study contributes to the literature on employee overqualification and its effects on leaders through investigation at the team level to show how leaders respond to overqualified teams.

Background The nurse managers need to understand various leadership styles in order to support their staff and cultivate a work environment that enhances the psychological empowerment and work engagement of nurses. This research aimed to investigate the correlation between leader empowering behaviors, psychological empowerment, and work engagement in Iranian nurses. Additionally, the study looked at the role of psychological empowerment as a mediator in the connection between leader empowering behaviors and work engagement. Methods During the period from September 2021 to February 2022, a research study with descriptive, cross-sectional, and correlational design was carried out. A sample of 198 nurses was obtained using a stratified proportional random sampling approach. The data collection tools included a demographic information, Leader Empowering Behaviors Scale (LEBS), Spreitzer’s Psychological Empowerment Scale, and Utrecht Work Engagement Scale-9 (UWES-9). The data was analyzed using descriptive statistics, Pearson correlation analysis, linear regression analysis, and structural equation model (SEM). Analysis of the data was performed using SPSS ver24 and AMOS ver24. The significance level considered for the study was < 0.05. Results The average scores for leader empowering behaviors, psychological empowerment, and work engagement were 4.94, 5.64, and 3.94, respectively. According to the results, most nurses perceived high levels of leader empowering behaviors and psychological empowerment, while perceiving a moderate level of work engagement. Leader empowering behaviors had a positive and significant association with psychological empowerment ( p  < 0.001; β = 0.557; R 2  = 0.307), and work engagement ( p  = 0.001; β = 0.245; R 2  = 0.055). Also, psychological empowerment exhibited a positive and significant connection with work engagement ( p  < 0.001; β = 0.470; R 2  = 0.217). Psychological empowerment was identified as mediating the relationship between leader empowering behaviors and work engagement ( p  = 0.001; R 2  = 0.178). Conclusion Nursing managers can provide the grounds to enhance work engagement of nurses via leader empowering behaviors and attempts for improving psychological empowerment.