An explanatory model of authentic leadership, flourishing and work–family balance of nurses in French hospitals

Abstract

Purpose This study aims to investigate the relationship between a positive leadership style [i.e. authentic leadership (AL)] and nurses’ psychological health (i.e. nurses’ flourishing and satisfaction with work–family balance), including psychological capital (PsyCap) as a mediational variable. Design/methodology/approach A cross-sectional study was conducted with a self-report questionnaire including 1,076 nurses from public and private hospitals in France. Findings Structural equation modeling results revealed that AL is related to nurses’ flourishing and satisfaction with work–family balance and that PsyCap acted as a partial mediator between this leadership style and positive outcomes. Practical implications This research indicated that hospitals can enhance nurses’ psychological health not only in their work but also in their lives in general by improving leaders’ authentic management style and developing PsyCap (e.g. staffing, training and development). Originality/value An original feature of this paper concerns its focus on the mediating role of PsyCap in the relationship between AL and these positive outcomes. Moreover, this study underlined the influence of leadership style on nurses’ psychological health beyond occupational health. The research makes a valuable contribution to the existing AL literature by establishing a new explanatory model of AL and nurses’ psychological health in the French context. It also highlights the interest in developing this leadership style in health-care settings.

Effects of role overload, work engagement and perceived organisational support on nurses' job performance during the COVID‐19 pandemic

“…Job demands are described as 'aspects of physical, spiritual, social, or organisational in work that require continuous physical and/or spiritual (rational and emotional) efforts and are therefore related to certain physical and/or mental costs' (Chevalier et al, 2021). Role overload and other poor environmental conditions are typical examples.…”

“…In the JD‐R model, there are two specific sets of working conditions, job demands and job resources, which are related to negative and positive consequences, namely burnout and engagement (Demerouti et al, 2001 ). Job demands are described as ‘aspects of physical, spiritual, social, or organisational in work that require continuous physical and/or spiritual (rational and emotional) efforts and are therefore related to certain physical and/or mental costs’ (Chevalier et al, 2021 ). Role overload and other poor environmental conditions are typical examples.…”

¿Qué convierte a una persona en líder? El papel de la inteligencia emocional, la capacidad de trabajo en equipo y la satisfacción laboral en el liderazgo auténtico

“…Sin embargo, en la actualidad, los estudios sobre liderazgo se centran en conocer las características de los líderes, profundizando en las fases que preceden al liderazgo y las características personales que convierten a un individuo en un verdadero líder (Cruz-Ortiz et al, 2013;Lupano y Waisman, 2018;Luthans et al, 2015b;Rego et al, 2012;Torrente et al, 2012). El estudio del liderazgo auténtico (LA) se enmarca en las denominadas capacidades psicológicas positivas (Caza et al, 2010;Chevalier et al, 2021) y entre sus componentes figuran un buen desarrollo de la autoconciencia, la transparencia en las relaciones, una adecuada moral interiorizada y el procesamiento equilibrado de la información (Gardner et al, 2005;Gardner et al, 2011;Neider y Schriesheim, 2014;Walumbwa et al, 2008). Estas dimensiones personales del líder auténtico se relacionan tanto con el crecimiento personal (Luthans, 2002) como con el desempeño laboral (Mehmood et al, 2016).…”

Effect of role overload on missed nursing care in China: The role of work addiction and leader‐member exchange

“…It helps individuals to save the physical or psychological costs of job requirements and stimulates individual growth and development to achieve work goals. However, job demands require employees to make efforts to achieve job goals, which will lead to the continuous depletion of individual resources (Chevalier et al, 2021 ). Based on the JD‐R model, role overload shows obstructive job demands (Crawford et al, 2010 ).…”