Background: Organizations that need to continue, develop, sustain their competitive advantage and become more effective will exert effort to attract, hire, develop, improve, as well as retain nurses, particularly those with extraordinary talents and more emotionally intelligent able to manage one's own emotions and to handle others. Aim of the study: Investigate relation of head nurses' talent management and their emotional intelligence with organizational effectiveness at Medical Specialty Hospital Subject and Method: Design: Descriptive correlational design was used. Subject: The study was conducted at Specialty Medical Hospital and the study included all available head nurses (n=95) at the time of data collection. Tools: There are three tools were used which are talent management questionnaire, emotional intelligence self -assessment tool and organizational effectiveness questionnaire. Results: The study results showed that more than half of head nurses showed high level of talent management, emotional intelligence, and level of organizational effectiveness as perceived by head nurses. Talent development was the highest dimension of talent management while talent attraction was the lowest. Regarding emotional intelligence dimensions, the highest mean score was related to self-awareness while, the lowest was social awareness. Finally, according to the mean score of organizational effectiveness dimensions, the highest was related to job satisfaction while, the lowest mean score related to personal relationship. Conclusion: There was statistically significant positive relation between organizational effectiveness and both head nurses talent management and emotional intelligence. Recommendations: To maintain high organizational effectiveness, it is necessary for organization to give more attention and consideration to manage who talents. Equip supervisors and managers with talent attraction innovative strategies to be better at attracting, motivating, and maintaining best talents. Encourage head nurses to enhance social awareness and for continuous personal growth and development.

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: Today, all organizations are working in highly competitive atmospheres that need change in order to adapt to changing market conditions. In this atmosphere, examining the impact of numerous human elements in the successful management and implementation of change projects is more essential. As a result, effective leadership is one of the most important factors influencing organizational change. However, in order to effectively manage the change process, leaders must have a specific set of competencies and produce high-quality work. Aim: the study aimed to investigate the association between leadership competencies, quality of work and readiness for change among head nurses at Specialized Medical Hospital. Method: A descriptive correlational research design was used and the study was conducted on 90 head nurses working at Specialized Medical Hospital using three tools: Leadership Competencies Scale, Quality of Work Scale and Organizational Readiness for Change Scale. Results: More than two thirds of head nurses had low level of leadership competencies, more than half of them had low level of quality of work and high level of readiness for change. There was statistically significant positive correlation between leadership competencies, quality of work and readiness for change. Recommendation: Hospital administrator should provide applications such as weekly lectures on how to apply leadership competencies that improves head nurses' leadership skills and satisfaction in order to promote hospital changes and learning organizations.

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.

Work values play a crucial role in any health care organization as these values form as well as shape the nature of job-related behaviors, can predict outcomes and influencing nurse's attitudes and responses in the workplace. Health organizations are looking for methods to improve nurse's intention to stay at work through understanding their work values and improving quality of their work life. Aim: The current study aims to detect the effect of work values and quality of work life on intention to stay among head nurses working at Oncology Center. Methods: The study was conducted at all inpatient units at Oncology Center (OC). The total sample was 110 head nurses. Three tools utilized in this study were Work Values Inventory, Quality of Work Life Questionnaire, and Intent to Stay Scale. Results: Major results of the present study indicated that there was highly statistically significant positive relation between head nurses' intention to stay at work with both work values and quality of their work life. Recommendations: To improve head nurses' intention to stay at work, it is necessary for organization to give more attention and consideration to their work values. Find ways to improve their incentives. Holding regular meetings with the head nurses to listen to and understand the most important work values to them. Supervisor should understand the importance of their support to head nurses, improving their relationship with them and helping them in difficulties to improve quality of work life.