Background: Creating healthy nursing practice environment that free from negative behaviors such as counterproductive work behavior is a major responsibility of healthcare organization. Counterproductive work behavior might hinder healthcare organization from achieving such healthy environment because it has multiple negative impacts to nurses and organizationAim: Investigate the relationship between nursing practice environment and counterproductive work behavior among staff nurses at Gastroenterology Center Mansoura University. Method: Descriptive correlational design was utilized, included 174 staff nurses working at Gastroenterology Center Mansoura University. Data was collected by using two tools, nursing practice environment questionnaire, and counterproductive work behavior questionnaire. Results: Revealed that the highest mean percentage (72.08%) was related to collegial nurse physician relationships as a characteristic of nursing practice environment. While, the lowest mean percentage (63.94%) was related to nurse participation in hospital affairs. As well as, the highest mean percentages of counterproductive work behavior were related to abuse and withdrawal, while the lowest perception was related to sabotage. Also, there was a highly statistically significant negative correlation between nursing practice environment and counterproductive work behavior. Conclusion: Nursing practice environment was mainly characterized by good relationship and collaboration between nurses and physicians, adequate policy and planning around patient care. Also, counterproductive work behavior had low level of occurrence among staff nurses. This means good nursing practice environment decreased counterproductive work behavior among staff nurses. Recommendations: Providing the chance for staff nurses to share in policy decisions. Designing and implementing strategies to reduce CWB by adopting zero tolerance strategies.

Background: leadership is a vital management skill that helps head nurses to improve organization`s efficiency. Delegation is an inclusive process that improves the ability of nurses and self-confidence. Aim: Investigate the relationship between leadership styles, delegation and head nurses` level of self-confidence at El Senbellawein General Hospital. Methods: A descriptive correlational design was utilized with a sample of ( 56) head nurses at El Senbellawein General Hospital. Tools of data collection were Leadership Styles, Delegation and Self-Confidence Questionnaires. Results: There were (53.6%) of the studied head nurses had high level of laissez faire style and about two third of the studied head nurses (67.9%) were moderate level of delegation. The majority of the studied head nurses (80.4%) had moderate level of self-confidence. Conclusion: A statistically significant positive correlation was existed among delegation, an authoritative and democratic leadership style. While, there was no correlation between leadership styles and self-confidence. Recommendation: Organize for courses in training regularly to help head nurses on how to effectively use their leadership abilities and training on using different styles of leadership. Convened seminars to increase the awareness of head nurses regarding delegation in terms of how it can aid them to develop their mindset and concentrate on increase education and also training on skills and nursing principles, problem solving by delegation and call for work as a team and build trust in their staff` abilities. Build and maintain a team work spirit to increase the level of self-confidence.

Negotiation is an essential skill for time management and it depends on the competence of the head nurse as a negotiator. Negotiation is an everyday experience and it plays a major role in all aspects of daily activities of the head nurses. Negotiation and time management are necessary management tools that head nurses utilized to organize the management activities reasonably, in addition to support their decision making. Aim: The current study aims to assess effect of negotiation skills training program on head nurses' time management skills at Main Mansoura University Hospital. Methods: A quasi-experimental research design was utilized. The study was conducted at all inpatient departments at Main Mansoura University Hospital (MMUH). The total sample was 100 head nurses (convenient sample). Three tools were utilized for data collection in this study, namely; Negotiation Knowledge Questionnaire, Negotiation Process-Style Scale and Time Management Questionnaire. Results: The major findings of this study indicated that the head nurses' had higher negotiation knowledge and skill at post and follow up program as well as higher time management skills. There was a positive correlation among head nurses' negotiation knowledge, skill and time management skills. Recommendations: Periodical assessment of head nurses` knowledge to detect the areas that need training to improve their negotiation and time management skills. Conduct continuous education and training programs for refreshing and developing head nurses' knowledge and skills about the negotiation. Encourage further application of this program not only for head nurses but also to all nursing staff at all levels to improve their negotiation knowledge and skills as well as to promote their time management skills.

Background: Organizations are continually under stress for existence in the present extremely changed work environment. During these times of continuously and emotionally demanding organizational changes, it is essential for associations to completely use and support nurses to become good crafters in their work to achieve organizational goals. Aim: The current study aims to investigate job demands, job resources and its relationship with job crafting among head nurses. Methods: A descriptive correlational research design was utilized by 140 head nurse working at all inpatient departments at Main Mansoura University Hospital, which affiliated to Mansoura University. Three tools were utilized in this study, Job Demands Scale, Job Resources Scale, and Job Crafting Questionnaire. Results: The results of this study indicated that there was statistical significant positive relation between job crafting with both job demands and job resources. Conclusion: There was statistical significant positive correlation between job crafting and both job demands and job resources. So, from the above we can conclude that head nurses demonstrate job crafting activities to cope with high job demands in the present of adequate job resources. Recommendations: To promote head nurses' job crafting, it is necessary to acknowledge and reward their good performance. Improve head nurses' autonomy is very important to enhance task crafting, as head nurses have the freedom to plan and carry out their daily activities. Administrators should provide flexibility of scheduling and balance between head nurses' family life and the requirement of their work.

Background: Managing healthcare complexity and challenges requires competent first-line nurse managers to apply their managerial functions, which are called managerial competency that can impact the achievement of hospitals, especially at the unit level. First line nurse managers are the main individual in building, preserving a healthy work setting, and achieving optimal work engagement of their staff‫.ا‬ Aim: The current study aims to investigate first line nurse managers' managerial competency and its relationship with their staff nurses' work engagement at Main Mansoura University Hospital. Design: A descriptive correlational design was utilized setting: The study was carried out at all general medical and surgical units at Main Mansoura University Hospital (MMUH). Subject: The total sample was 110 staff nurses. Tools: Two tools were utilized in this study, First-Line Nurse Managers' Managerial Competency Scale and Utrecht Work Engagement Scale. Results:The major findings of this study indicated that statistical significant positive relation between staff nurses' perception of their first line nurse managers' managerial competency and their work engagement. The highest percent of staff nurses showed moderate level of managerial competency and work engagement. Conclusion: Based on the results of this study, we can conclude that there is a probability of refining the work engagement of staff nurses through improving their first line nurse managers' managerial competency. Recommendations: First line nurse managers should become aware of changing their functions and responsibilities. Top-line managers should support and encourage first-line nurse managers to participate in continuing education programs. To promote staff nurses' work engagement, it is necessary to improve their first line nurse managers' managerial competencies.

Background: In a fast changing environment, managers play a crucial role in delivering effective leadership. Servant leadership is one of the most effective leadership styles in the healthcare field. Servant leadership prioritizes the professional growth of staff nurses through listening empathetically, empowering them, and addressing their needs. It is critical in assisting staff nurses in effectively adapting to career changes and improving their job embeddedness. Aim: The aim of the present study was to examine the association between servant leadership, career adaptability and job embeddedness among staff nurses at Main Mansoura University Hospital. Methods: A descriptive correlation design was utilized. Sample of the study consisted of all nurses working at Main Mansoura University Hospital (n=151 staff nurses) who fulfills the criteria of having a minimum of one year experience were included in the study. Three tools were utilized for data collection, namely; Servant Leadership Survey (SLS), Career Adaptability Scale (CAS) and Job embeddedness Scale (JES). Results: Major findings of the present study were positive correlation between servant leadership and staff nurses' career adaptability. Also, there were statistically significant positive correlation between servant leadership and staff nurses" job embeddedness. Additionally, there were statistically significant positive correlation between staff nurses" career adaptability and their job embeddedness. Conclusion: It was concluded that servant leadership dimensions have significant roles in developing and enhancing both staff nurses" career adaptability and job embeddedness. Career adaptability also plays an important role in improving staff nurses" job embeddedness. Recommendation: It was recommended that, establishing work environment that supports the benefits of servant leadership and its impact on the career adaptability and job embeddedness of staff nurses.