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Background Organizational trust is one of the most important issues in human relations that its importance in organizations is well known. Effective communication and cooperation between individuals require trust. On the other hand, the quality of a nurse’s trust in his/ her manager affects the behavior and performance of the nurse. The purpose of this study was to determine nurses’trust in managers (head-nurses and supervisors) and its relationship with nurses’ performance behavior. Methods This descriptive-correlational study was performed with the participation of 431 nurses working in educational centers of Ardabil, Iran. The sampling method was stratified randomly. Questionnaires of the McAllister Trust and Paterson Job Performance were used. Data analysiswas performed using descriptive statistics (mean, standard deviation, frequency) and Chi-square testin SPSS v.22. Results The results showed that the majority of nurses trusted head-nurses (80.3%) and supervisors (61.9%). In addition, most nurses’ functional behavior (92.1%) was reported as excellent. There was no significant relationship between nurse trust in head-nurse and nurses’functional behavior ( P  = 0.58), while it was significant between nurse-supervisor trust and nurses’ functional behavior ( P  = 0.03). Conclusion The results of this study showed a relationship between nurse-supervisor trust and nurses’ functional behavior. Therefore, it is recommended ways to improve the trust between the treatment team, especially among nurses and supervisors are considered as one of the factors influencing the nurses’ behavioral performance.

The global healthcare ecosystem is in chaos, caught in the convergence of pandemic-induced disruption, residual inequities, burnout, and turnover. Nurse leaders can either succumb to the churn or spot—and seize—a rare opportunity for true transfor¬mation. They must thoughtfully consider all aspects of their traditional roles and tack¬le trigger topics such as staffing, schedul¬ing, value-based care, outcome tracking, and more. Informed, empowered nurses can re-envision roles, integrate technolo¬gies, and develop new models to deliver the highest level of patient care. The Innovation Handbook is a pragmatic guide and toolkit that seeks to enlighten nurse leaders as they evolve through the current crisis. Author Bonnie Clipper explains concepts and equips nurses with a knowledge foundation that enhances their innovation skill set, spurs ideas and creativity, and challenges them to think differently and apply new concepts. On the cusp of a once-in-a-generation opportunity to create a better future for nursing and healthcare, this book gives nurses the tools to meet the moment!

Nowadays, organizations understand that they need the best talent to succeed in the complex world economy and survive in a competitive business environment. Therefore, talent management can ensure that each employee with a unique talent or ability will be placed in the correct position. This article aimed to study the relationship between talent management, senior and middle managers, and head nurses from educational health and research centers in Tabriz, in 2016. The target population included senior and middle managers and head nurses from Tabriz University of Medical Sciences, approximately 197 people. The sample for this study was selected based on Morgan's table, which rounds up to 123 people. The Kolmogorov-Smirnov test was used to analyze data, and if data were normal, correlation and regression analysis were performed. There was a significant relationship between talent management and the efficiency of senior and middle management and head nurses from the educational and medical centers in Tabriz. Therefore, when talent management increases, the efficiency level also rises to a noticeable degree. Also, the linear regression showed a linear relationship between talent management as an independent variable and efficiency as a dependent variable. Applying talent management strategies in the management selection process in organizations with demanding environments such as hospitals seems inevitable so that managers with the highest efficiency are hired.

Master the critical-thinking and test-taking skills you need to excel on the prioritization, delegation, and management questions on the NCLEX-RN®. Over 1,000 questions in the text and on DavisPlus focus only on prioritization, delegation, and management of care issues pertaining to individual and multiple clients with an emphasis on alternate-format-item questions. Three sections provide you with three great ways to study. In the first section, you’ll find individual and multiple client care-focused scenario questions organized by disease process with rationales and test-taking hints. The second section features seven clinical case scenarios with open-ended, NCLEX-style questions. The third section is a comprehensive, 100-question exam.

The ultimate goal for Doctor of Nursing Practice (DNP) leaders is to develop skills that will support their ability to lead effectively through complex challenges-such as working within the constraints of tight budgets, initiating health care policy change to eliminate health disparities, and improving health care outcomes at all levels of care. This text is an invaluable instructional guide for nursing graduate students who are developing the skills needed to fulfill this new and emerging role of clinical leadership. With this book, nurses can develop leadership skills that will ultimately transform health care practice by incorporating innovative professional models of care. It provides critical information and practical tools to enhance leadership, drawing from the works of experts in business and health care leadership. This book is an important resource for DNP students, nurse practitioners, and current clinical leaders dealing with the challenges of health care for the next generation.

Background Many elements in the workplace contribute to nurses’ burnout experiences, affecting patient safety and the healthcare organizations’ efficiency. Leaders’ presence and conduct are the most potent “master” factors in every work setting. Although previous studies have shown that head nurse leadership, job demands, job resources, and job burnout are significantly related, the interaction mechanism remains unclear. This study investigates the parallel mediating roles of job demands and job resources between head nurse leadership and job burnout in nursing staff. Methods A cross-sectional, anonymous, and confidential online survey was conducted from March to June 2024 to collect data from 579 registered nurses in four hospitals in Hunan provinces. The independent variable was head nurse leadership, the mediating variables were job demands and resources, and the dependent variable was job burnout. Parallel mediation analysis was performed using the PROCESS macro in SPSS. Results This study found that head nurse leadership negatively relates to nurses’ burnout. The parallel mediation analysis suggests that job resources and job demands play parallel roles in the relationship between head nurse leadership and job burnout. As predicted, head nurse leadership weakened job burnout through job resources and contributed to job burnout through job demands. Conclusion This study finding highlights the importance of head nurse leadership in decreasing nurses’ job burnout and reveals two potential mechanisms through which head nurse leadership is related to nurses’ burnout. By understanding the role of head nurse leadership, job demands, and job resources, interventions can be targeted to improve nurses’ mental health.

Background The retention of new nurses has become a major challenge for medical institutions. Job embeddedness has been seen as a valuable lens for examining nurse turnover, but greater details about job embeddedness are rarely disclosed, especially among new nurses. This study aimed to reveal how the nursing work environment, head nurse leadership and presenteeism shape job embeddedness in this population from the perspective of conservation of resources (COR) theory. Method A cross-sectional multicentre study involving 436 participants from 10 cities and 33 hospitals was conducted over 4 months. Samples were selected using a two-stage convenience sampling method. A sequential multiple mediation model performed with SPSS-PROCESS was used to analyse the relationships among the nursing work environment, head nurse leadership, presenteeism and job embeddedness. Results The nursing work environment not only directly affects the job embeddedness of new nurses ( β  = 0.480, p  < 0.001) but also indirectly affects it through the sequential multiple mediating effects of head nurse leadership and presenteeism (R 2  = 0.535, F = 82.160, p  < 0.001). Conclusions New nurses’ job embeddedness needs to be improved. These results suggest that preserving adequate resources for new nurses, such as work environment resources, head nurse leadership resources, and individual productivity resources, is an effective way to shape their job embeddedness. In addition, when a certain resource is insufficient, fully considering the principles of investment and buffering between resources and providing reciprocal, alternative, or buffer resources in a timely manner are necessary to improve new nurses’ job embeddedness. Large language models Large language models (LLMs), such as ChatGPT, were not used during the writing of this article. An expert native English speaker performed language revision.

Background Head nurses are frontline leaders who directly shape nurses’ work environments, staff well-being, and patient outcomes. Previous studies suggest that inclusive leadership behaviours of head nurse exert a positive influence on nursing practice. Yet, little is known about the factors of head nurses’ use of inclusive leadership in daily practice. The purpose of this study was to explore the factors influencing head nurses’ implementation of inclusive leadership from the perspectives of multiple stakeholders, using a qualitative descriptive approach guided by the diffusion of innovation theory. Methods A qualitative descriptive study was adopted. Semi-structured interviews were conducted between October 2024 and March 2025 from stakeholders of inclusive leadership which included 7 chief nursing officers, 8 head nurses, and 10 nurses. Thematic analysis was applied to analyze the data. The participants were recruited via purposive and snowball sampling methods. Results 12 themes related to head nurses’ implementation of inclusive leadership were identified through thematic analysis, collectively forming the core framework for understanding this leadership practice. Based on the Diffusion of Innovation theory, these themes were classified into 5 major constructs: relative advantage, compatibility, complexity, trialability, and observability. Conclusion There are certain factors that promote and hinder the implementation of inclusive leadership by head nurses. Future research should explore the potential of inclusive leadership in nursing management and ensure its alignment with clinical practice. Clinical trial number Not applicable.

Nurse managers often assume their positions without sufficient knowledge of the nuts and bolts of managing staff and supplies. This volume provides time-tested tools, templates, and guidance that new nurse managers, administrators, and educators can use immediately to effectively manage staff and supplies while promoting quality patient care. It provides strategies for resolving common issues that can be easily adapted to individual situations and it illustrates how specific departmental needs fit into an overall operational picture. The book covers in detail all aspects of supply management, including the budgeting skills required for cost-effective purchases and supply utilization, and department budgeting. It provides tools for labor and productivity issues, including staffing models that facilitate waste reduction and increased efficiency. Strategies for effective communication with staff, colleagues, and senior management are presented, along with techniques for successful design and facilitation of meetings, conflict resolution, time management, and a working knowledge of health care finance. Case studies illustrate best approaches and successful resolutions to a variety of management challenges.

Background Nursing leadership by head nurses is critical to enhancing nursing research activity and performance in hospitals but the impact mechanism is unclear. Aim To investigate the effect of nursing leadership of head nurses on research burnout, self-efficacy, and performance of highly-educated nurses in the hospital. Methods A cross-sectional survey was conducted and electronic questionnaires were distributed online. An online data analysis tool SPSSAU was adopted to conduct descriptive analysis, correlation analysis, and structural equation model construction. This study adhered to the STROBE guideline. Results A total of 1918 questionnaires were collected in this survey. The results indicated that nursing research leadership of head nurses ( β  = 0.094, p  < 0.001) could directly affect the research performance of highly-educated nurses or indirectly via research burnout ( β 1  = -0.287, p  < 0.001, β 2  = -0.071, p  = 0.002). The indirect effect accounted for 12.74% of the total mediating effect. The research self-efficacy of highly-educated nurses was a moderator in the mediation model, and research leadership had no significant effect on research performance when the self-efficacy of nurses was low, while the direct effect [ B M-SD  = -0.041, CI (-0.098,0.017) vs B M  = 0.094, CI (0.051,0.138) vs B M+SD  = 0.229, CI (0.171,0.287)] of research leadership and the inderct effect [ B M-SD  = -0.004, CI (-0.021,0.012) vs B M  = 0.010, CI (0.004,0.018) vs B M+SD  = -0.031, CI (-0.051,-0.012)] of research burnout existed when the research self-efficacy was in mean and high level. Conclusions Research leadership of head nurses and self-efficacy of highly-educated nurses are crucial to enhancing nursing research performance in the hospitals. Highlights What is already known about the topic? 1. Highly educated nurses in the hospital are the main force in implementing clinical nursing research, but the situation of nursing research activities are not satisfactory due to various barriers. 2. Nursing leadership of head nurse is important in enhancing nursing research activities conducted by clinical nurses. What this paper adds? 1. The research leadership of head nurses could directly affect the research performance of highly educated nurses. 2. The research leadership of head nurses could affect the research performance of highly educated nurses under the mediating of their research burnout. 3. Implementing research leadership for highly educated nurses with low research self-efficacy is likely to be ineffective.