Aim To identify the effects of authentic leadership, structural empowerment and forms of communication as antecedent factors of workplace social capital in nursing. Background Enhancing workplace social capital for nurses by management requires identifying antecedent factors of workplace social capital focusing on work environment and relationships between members. Methods In 2019, self‐administered questionnaires were sent to all nurses working on the general wards of two university hospitals in Japan. A multilevel analysis was conducted to evaluate relationships between perceived workplace social capital—the dependent variable—and authentic leadership, structural empowerment and forms of communication—the individual‐ and ward‐level independent variables. Results Data from 463 nurses and 28 nurse managers were analysed (valid response rates = 38.0% and 58.3%, respectively). Their average age was 28.64 years (standard deviation: 7.00), and 93.5% were female. Ward‐level authentic leadership and semi‐formal communication were found to be significantly related to workplace social capital. Conclusion More authentic leadership and communication to promote mutual understanding between members can foster workplace social capital among hospital nurses. These findings can help inform effective workplace training in hospitals. Implications for Nursing Management Workplace social capital can be produced by improved management, environment and communication opportunities.

Background: Managerial factors affect nurses' physical and mental health and willingness to work, especially early in a pandemic. Method:We used multiple-case study of 15 hospitals, comparing management approaches by interviewing 28 nursing directors and their assistants from August to December 2020.Results: Hospitals that accepted COVID-19 patients and hospitals that unexpectedly experienced clusters underwent a nursing provision system organization phase, followed by an adjustment phase to maintain nursing organization function. Two factors aided measure implementation: an emergency system and staff protection policies. Conclusion:Early epidemic management strategies apply across contexts. The hospital's basic attitude is key to effective implementation of the strategies.Implications for Nursing Management: The results suggest that hospitals, nursing directors and nurses can each prepare for future emerging infectious disease epidemics.

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Aim:To identify the relationship between work conditions, unequal work-assignments, lack of work-life control, and burnout or somatic complaints among shift-work nurses.Methods: In January and February 2020, a web-based questionnaire was sent to 4,360 shift-work nurses in Japan. First, an exploratory factor analysis and Spearman correlation were conducted to confirm the construct of unequal work-assignment and lack of work-life control. Second, a hierarchical multiple regression analysis was conducted to evaluate the relationship between unequal work-assignment, lack of work-life control, and burnout or somatic complaints after adjusting work conditions.Results: Data from 394 nurses were analyzed. An exploratory factor analysis and Spearman correlation revealed lack of work-life control on the basis of three factors: vacation requests are not approved, there is uncertainty about working days and vacations, and nurses cannot take paid vacation. Unequal work-assignment was related to emotional exhaustion and depersonalization, uncertainty about working days and vacations was related to emotional exhaustion, and unpaid vacations was related to depersonalization and somatic complaints. Conclusion:In addition to poor working conditions, unequal work-assignments and lack of work-life control may cause psychological or physical stress reactions. 要 旨 目的：看護職の労働条件，相対的に偏りのある勤務割り振り(以下，相対的偏り)や勤務日・休暇の受付日：2021 年 10 月 29 日 受理日：2022 年 1 月 11 日