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AimThis study was designed to examine the relationship between humble leadership and nurses' turnover intention and investigate the moderating role of leader expertise in this relationship.BackgroundLeader humility and expertise are two key dimensions of professional spirit in competitive magnet organizations. Many organizational factors could make nurses take a decision to leave their organization; however, leader humility and expertise could help nurses retract from this decision.MethodThis is a multisite cross‐sectional study that was conducted at all medical‐surgical units of four university hospitals. Using scales for assessing leader humility, nurses' turnover intention, and leader expertise, 385 nurses were surveyed. Data were investigated via descriptive and inferential statistics, where correlation, path analysis, and structured equation modeling were used to test the hypothetical relationship among study variables.ResultsThere is a statistically significant negative relationship between humble leadership and nurses' turnover intention. Humble leadership and leader expertise were significant predictors of nurses' turnover intention. The moderating effect of leader expertise on the relationship between humble leadership and nurses' turnover intention was statistically significant, making it more negative, implying that leader expertise amplifies the effect of leader humility on reducing nurses’ turnover.ConclusionIncorporating leader expertise with humility could provide an efficient panacea for reducing turnover intentions among nurses in different healthcare organizations.Implications for nursing and health policyHealthcare organizations could develop an efficient retention plan for nurses by cultivating humility among both leaders and nurses. In addition, building nurse leaders' expertise through opening avenues for professional development is a good strategy in the face of nurses' shortage and high turnover. Furthermore, succession planning in healthcare organizations must consider humility as a vital skill among anticipated leaders.
AimThis study was designed to examine the relationship between humble leadership and nurses' turnover intention and investigate the moderating role of leader expertise in this relationship.BackgroundLeader humility and expertise are two key dimensions of professional spirit in competitive magnet organizations. Many organizational factors could make nurses take a decision to leave their organization; however, leader humility and expertise could help nurses retract from this decision.MethodThis is a multisite cross‐sectional study that was conducted at all medical‐surgical units of four university hospitals. Using scales for assessing leader humility, nurses' turnover intention, and leader expertise, 385 nurses were surveyed. Data were investigated via descriptive and inferential statistics, where correlation, path analysis, and structured equation modeling were used to test the hypothetical relationship among study variables.ResultsThere is a statistically significant negative relationship between humble leadership and nurses' turnover intention. Humble leadership and leader expertise were significant predictors of nurses' turnover intention. The moderating effect of leader expertise on the relationship between humble leadership and nurses' turnover intention was statistically significant, making it more negative, implying that leader expertise amplifies the effect of leader humility on reducing nurses’ turnover.ConclusionIncorporating leader expertise with humility could provide an efficient panacea for reducing turnover intentions among nurses in different healthcare organizations.Implications for nursing and health policyHealthcare organizations could develop an efficient retention plan for nurses by cultivating humility among both leaders and nurses. In addition, building nurse leaders' expertise through opening avenues for professional development is a good strategy in the face of nurses' shortage and high turnover. Furthermore, succession planning in healthcare organizations must consider humility as a vital skill among anticipated leaders.
Background. Current research has mainly concentrated on the psychological facets of authentic leadership and the sense of psychological security it cultivates. Aim. This research assessed the perceived academic team leaders’ authentic leadership and team members’ psychological safety. Methods. Using a quantitative cross‐sectional study, the study was conducted in 2022 using an online survey. A convenience snowball sample of 105 nursing faculty members was recruited from various Jordanian universities. Results. The nursing faculty highly praised their leaders’ authentic leadership on a 5‐point scale. Yet, they felt a lack of psychological safety for themselves. While the academic nursing team leaders were commended for their readiness to hear others’ suggestions before making choices, they should work on resisting group influence. These leaders must convey their feelings openly and truthfully. Concerning their own psychological safety, the nursing faculty felt their distinctive abilities and talents were recognized and utilized when collaborating with team members, which was the most highly rated feature. Conversely, the least‐rated aspects were holding mistakes against faculty members and having trouble requesting assistance from others. The nursing faculty’s sense of security and comfort significantly impacts their psychological wellbeing. Interestingly, their level of psychological safety is found to have a significant but negative correlation with their marital status, providing a rich and new insight into psychological safety; married females with children are prone to more work burnout, which might lower their psychological safety. On the other hand, a positive and moderate correlation is observed between psychological safety and the size of the team they work with. Surprisingly, the team size is the only factor that predicts the psychological safety of nursing faculty members; this occurs by enhancing the team’s creativity and learning behaviors. However, the model itself is not very effective and only accounts for a small portion (6.30%) of the variation in their psychological safety scores, suggesting other unmeasured factors likely play a more significant role in nursing faculty members’ psychological safety, such as personality traits, stressors, and job satisfaction. Conclusion. The authentic leadership displayed by nursing team leaders does not directly impact the psychological safety of nursing faculty members. The study addresses a critical and contemporary issue within the nursing academic field, providing useful preliminary insights. However, its methodological limitations, including sample selection and the weak explanatory power of its model, suggest that further research is needed. The results highlight the urgent need for immediate interventions to improve the chaotic academic environment they are currently facing, such as enhancing workplace friendship and authentic communication and using entrepreneurial and nonauthoritative leadership styles. Future studies could benefit from diverse samples, longitudinal design, and deeper analysis of contributing factors to psychological safety.
Aim. The current study investigated the levels and predictors of leaders’ humble leadership, participants’ psychological safety, knowledge sharing in the team, and followers’ creativity in nursing. Background. Humble leadership, psychological safety, knowledge sharing, and followers’ creativity are non‐nursing research fields, and humble leadership has recently been examined in nursing. Methods. A cross‐sectional research design was employed via an online survey. A nonprobability convenience snowball sample of 245 nursing academics (n = 85, 34.70%), nurses (n = 140, 57.10%), and nursing leaders (n = 20, 8.20%) was recruited from three universities and three hospitals. Results. The participants rated “high” the leaders’ humble leadership, knowledge sharing in the team, and followers’ creativity in nursing. However, participants’ psychological safety was precarious. The four variables’ predictors were assessed based on the sample’s characteristics. Leaders’ humble leadership did not predict participants’ psychological safety; the sole predictor of the variable was the organization’s quality initiatives. The predictors of knowledge sharing in the team were leaders’ humble leadership, age, level of education, and accreditation initiatives in the organizations. The predictors of followers’ creativity were leaders’ humble leadership, level of education, and quality initiatives in the organizations. The lowest means of the four variables should be immediately managed. Conclusion. Quality initiatives in organizations and the number of tenures were the most influential predictors of the four variables evaluated. Leaders’ humble leadership predicted knowledge sharing in the team and followers’ creativity, but not participants’ psychological safety. As followers’ psychological safety contributes to trustful relationships within the team, workplace boundaries and conducive work environments should be promoted. Training programs are required to develop humble nurses and leaders’ leadership.
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