An integrative review of nursing leadership in Saudi Arabia

Abstract

Research examining leadership in nursing has increased over the past decade, with more emphasis on the role of nurse managers/ leaders in healthcare organizations (Azaare & Gross, 2011;Barr & Dowding, 2019). Leadership focuses on how leaders can influence change and encourage their followers to generate change (Barr & Dowding, 2019). Leadership includes the ability to influence followers through guiding, motivating and directing in order to achieve effective organizational outcomes (Cai et al., 2019;Ellis & Hartley, 2009). As leaders, nurse managers are responsible for creating hospital environments where nurses feel supported and motivated (Abualrub & Alghamdi, 2012). Evidence shows that the following leadership theories have been extensively investigated in a variety of professions, including nursing: transactional leadership, transformational leadership, situational leadership and authentic leadership (Schreuder et al., 2011). Also, there are many leadership styles that nurse managers and leaders use to lead staff nurses in clinical settings such as classical leadership (autocratic, democratic, laissez-faire, bureaucratic and situational) and contemporary

Role of Leadership in Adoption of Blockchain Technology in Small and Medium Enterprises in Saudi Arabia

“…Saudi Arabia Government leadership has adopted new emerging technologies at individual as well collective level in which greater interest is paid in the adoption of the blockchain technology. Across different sectors, actors, institutions and individuals are directed to integrated blockchain technology in the financial and government service sectors ( Alilyyani et al, 2022 ). However, different strategies are set for the development in areas such as finance, government strategy, project planning, and lawmaking that suggest that blockchain will play an influential role in the development and modernization of the Saudi’s government, commercial, and financial sectors in the future ( Syed et al, 2019 ).…”

Relationships between nursing leadership and organizational, staff and patient outcomes: A systematic review of reviews

“…Furthermore, relational leadership styles were positively associated with the professional competence of nursing staff. For example, nurses who experienced relational leadership styles were found to be more willing to give extra effort (Alilyyani et al, 2022; Cummings et al, 2018; McCay et al, 2018), and more productive and effective (Alilyyani et al, 2018; James et al, 2021), than nurses who experienced other leadership styles. Relational leadership was also found to exert benefits on team collaboration, for example good teamwork climate, positive relationships at the workplace, and nurses' trust in co‐workers and the leader (Alilyyani et al, 2018; Cummings et al, 2018; James et al, 2021; Wei et al, 2020).…”

“…Passive leadership styles were negatively associated with nurses' commitment, intent‐to‐stay and job satisfaction (Alilyyani et al, 2018, 2022; Cowden et al, 2011; Cummings et al, 2018; McCay et al, 2018). The well‐being outcomes of passive leadership were equally adverse (Cummings et al, 2018; Niinihuhta & Häggman‐Laitila, 2022), with the exception of burnout, as both leaders and employees were more prone to burnout under passive leadership (Wei et al, 2020).…”

Turnover‐attachment motive of Saudi Arabia nursing workforce: A Cross‐Sectional study

“…In order to retain nurses, social support from nurse leaders, organizational commitment and autonomy are essential for the organization to reduce the turnover of nurses working in the Saudi healthcare system (Alghamdi et al, 2018; Alilyyani et al, 2022). An earlier study by Alharbi et al (2020) showed that autonomy and control over the work environment indirectly influenced nurses' intention to leave due to emotional exhaustion.…”