Dataset Information

Spiritual leadership among nursing educators: a correlational cross-sectional study with psychological capital.

ABSTRACT:

Background

Spiritual leadership is the most positive leadership style accepted by positive organizational behavior scholars that contributes to psychological capital. Spiritual leadership could be a critical organizational resource for followers. The study aims to examine the levels of spiritual leadership and psychological capital among nursing educators and determine the relationship between spiritual leadership and psychological capital among nurse educators.

Methods

A cross-sectional design was applied using two tools: spiritual leadership and psychological capital scales. Over 3 months, data were collected from 213 nursing educators.

Results

The spiritual leadership level is moderate to high (49.8 and 38.5%). The psychological capital level is high (63.4%). The association between spiritual leadership and psychological capital is a strong, positive, and highly significant correlation (R-value = 0.63, P = 0.001). The regression analysis predicted that male participants were expected to have more spiritual leadership and psychological capital than females.

Conclusion

It can be concluded and validated how important it is to develop and practice spiritual leadership to foster followers' psychological capital.

Implications of nursing management

as nursing leaders must have spiritual competencies to promote workplace spirituality on the daily agenda as a foundational area in management.

SUBMITTER: Abou Zeid MG

PROVIDER: S-EPMC9805246 | biostudies-literature | 2022 Dec

REPOSITORIES: biostudies-literature

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Publications

Spiritual leadership among nursing educators: a correlational cross-sectional study with psychological capital.

Abou Zeid Mennat-Allah G MG El-Ashry Ayman Mohamed AM Kamal Manar Ahmed MA Khedr Mahmoud Abdelwahab MA

BMC nursing 20221231 1

<h4>Background</h4>Spiritual leadership is the most positive leadership style accepted by positive organizational behavior scholars that contributes to psychological capital. Spiritual leadership could be a critical organizational resource for followers. The study aims to examine the levels of spiritual leadership and psychological capital among nursing educators and determine the relationship between spiritual leadership and psychological capital among nurse educators.<h4>Methods</h4>A cross-se ...[more]

PMID: 36585661

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Project description:BackgroundThe literature on perceptual differences between managers and staff regarding social dynamic factors (e.g., leadership, climate) in nursing settings is sparse. Addressing this gap in knowledge is critical for informing implementation efforts and improving patient and organizational outcomes. The purpose of this study was to test the perceptual differences regarding implementation leadership and implementation climate between nursing staff and their managers.MethodsThis study was a secondary analysis of cross-sectional survey data collected in 2016-2017. The setting included 22 adult medical-surgical units nested in 7 acute care hospitals in the Eastern and Midwestern United States. Participants were registered nurses (N = 261) and nurse managers (N = 22) who completed an electronic survey consisting of the Implementation Leadership Scale (ILS), the Implementation Climate Scale (ICS), and demographic items. Differences in perception were analyzed at the unit level using structural equation modeling to develop latent difference score models (LDS). We assessed associations of the LDSs with manager ILS and ICS scores, years of nursing experience, and years of experience working on the current unit. The association of ILS LDS with the observed nursing staff ICS scores was also analyzed.ResultsHigher manager scores on the ILS and ICS were associated with greater perceptual differences in implementation leadership and implementation climate. Greater years of experience as a nurse were associated with greater perceptual differences in ILS and ICS scores. Greater tenure on the unit was associated with smaller differences on the ILS knowledge domain. Greater perceptual differences regarding implementation leadership were associated with worse staff ratings of implementation climate.ConclusionsAlthough this study observed significant relationships among manager ILS and ICS scores, staff-manager perceptual differences, and staff ratings of implementation climate in nursing settings, it is still unclear why perceptual differences in implementation leadership and climate exist and how to address them. Future studies are warranted to test the effect of perceptual differences on implementation and patient outcomes.

Project description:ObjectivesThe current study measures the differences in humble leadership and team performance in nursing based on the sample's characteristics.DesignA cross-sectional study.SettingIn 2022, the current study sample was recruited from governmental and private universities and hospitals using an online survey.ParticipantsA convenience snowball sample of 251 nursing educators, nurses and students was recruited.ResultsA leader's humble leadership, a team's humble leadership and overall humble leadership were at moderate levels. The overall mean team performance was 'working well'. The single male humble leaders, aged more than 35 years and working full-time in an organisation with quality initiatives, have a higher leader's humble leadership. Members of the team aged more than 35 years working full-time in organisations with quality initiatives have a higher team's humble leadership. Team performance in organisations with quality initiatives was higher in resolving many conflicts by compromising between team members, with each one giving in a little. There was a moderate correlation (r=0.644) between the total scores of the overall humble leadership and team performance. Humble leadership correlated significantly but negatively and weakly with quality initiatives (r=-0.169) and the participant's role (r=-0.163). There was no significant correlation between team performance and the sample's characteristics.ConclusionsHumble leadership has positive outcomes, such as team performance. The shared sample characteristic that sets the differences between a leader's and a team's humble leadership and team performance was the presence of quality initiatives in the organisation. The shared sample characteristics that set the differences in a leader's and a team's humble leadership were working full-time and the presence of quality initiatives in the organisation. Humble leaders are contagious; they will produce creative team members by 'social contagion', 'behavioural similarity', 'team potency' and 'collective focus'. Thus, leadership protocols and interventions are mandated to fuel humble leadership and team performance.

Dataset Information

Spiritual leadership among nursing educators: a correlational cross-sectional study with psychological capital.

Background

Methods

Results

Conclusion

Implications of nursing management

Publications

Spiritual leadership among nursing educators: a correlational cross-sectional study with psychological capital.

Similar Datasets

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