Aim The purpose of this article was to describe the constructs of empowering front‐line nurse leader communication behaviours. Background Leaders’ communication behaviours are instrumental in establishing a positive work environment. Nurse empowerment, a characteristic of a positive work environment, is influenced by communication behaviours. However, characteristics of empowering nurse leader communication behaviours have not been well‐defined. Methods The constructs of empowering nurse leader communication behaviours were identified and refined during the instrument development process. A priori constructs were identified through a literature search, presented to focus groups of military nurses (N = 16), and refined during the procedures of item development. Results Eight final constructs emerged as a result of the iterative methods of item development: comprehensibility, listening, openness, feedback, empathy, nonverbal, paralanguage and manner. Conclusion The constructs that describe empowering nurse leader communication behaviours are based on theoretical tenets of empowering communication and leadership, as well as the perspectives of military nurses. Implications for Nursing Management Nurse managers can use the findings to implement innovative leadership assessments and training that focuses on Nurse Leader communication to enhance the nursing workplace environment.
Aim The overall purpose of the study was to develop an instrument to assess empowering nurse leader communication behaviours. Background Effective communication by nurse leaders promotes empowerment, yet communication assessments are often broad in nature without specifying precise behaviours. Methods An instrument development process was used to identify empowering nurse leader communication behaviours. Nurses working in United States military health care facilities (n = 240) provided responses to 47 pilot items, along with a 12‐item psychological empowerment instrument to test for concurrent criterion validity. Results After review of item performance, 12 items were deleted. An exploratory factor analysis supported either a 2‐ or 3‐factor model, with confirmatory factor analyses conducted to validate the underlying latent variables of empowering and limiting behaviours. The final nurse leader communication assessment consists of 2 factors consisting of 20 positive items (empowering subscale) and 15 negative items (limiting subscale). Conclusion The final 2‐factor assessment supports the theoretical premise of the empowering and limiting behaviours. Further testing may provide further dimensional clarity. Implications for nursing management Use of the assessment can provide a basis for the development of training for individual nurse leaders or for facility nurse leaders as a collective.
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