How are empowering leadership, self‐efficacy and innovative behavior related to nurses' agency in distributed leadership in Denmark, Italy and Israel?

Abstract

Aim The purpose of the study was to introduce the concept of distributed leadership to international nursing management by conducting a cross‐national investigation of its relationships with empowering nursing leadership, nurses' work self‐efficacy and nurses' innovative behaviour. Background Distributed leadership theory suggests that when more people lead processes together, innovation will be superior to solo leadership. However, we need knowledge about how nurse managers may enhance nurses' distributed leadership agency (DLA), and whether such results are generalizable across countries. Method The cross‐national survey with an overall purposeful sampling method used questionnaire data from hospital nurses from Israel (n = 239), Italy (n = 226) and Denmark (n = 709). We used validated scales measuring Empowering Leadership, Self‐efficacy, Innovative Work Behavior and DLA. Results The results from all three countries showed that empowering leadership and work self‐efficacy were positively related to DLA, which, in turn, was also related to more innovation. Conclusion The results may imply that nursing managers can increase workplace innovativeness by adopting an empowering leadership style that supports nurses' self‐efficacy and distributes leadership tasks. Implications for Nursing Management The cross‐country robustness of the results may encourage further research in distributed leadership in nurse management, notably with a focus on causal mechanisms.

Organizational support and perceived environment impact on quality of care and job satisfaction: a study with Pakistani nurses

“…In line with previous findings (Liu et al, 2019;Martins and Lucas, 2021;Oshodi et al, 2019), hypothesis 4 (H4) was supported, indicating that perceived environment is positively related to the quality of care: a better perceived and empowered practice environment makes them more active with patients and results in a greater quality of care (Wei et al, 2018). Moreover, an empowered practice environment provided to nurses helps them to adopt empowering leadership styles and ultimately enhance their workplace innovativeness (Jønsson et al, 2021); furthermore, an improved practice environment provides a commitment by the nursing workforce to contribute to a better quality of care (Coetzee et al, 2013;Dorigan and Guirardello, 2018;Liu et al, 2019).…”

“…, 2018). Moreover, an empowered practice environment provided to nurses helps them to adopt empowering leadership styles and ultimately enhance their workplace innovativeness (Jønsson et al. , 2021); furthermore, an improved practice environment provides a commitment by the nursing workforce to contribute to a better quality of care (Coetzee et al.…”

Kirkpatrick's evaluation of the effect of a nursing innovation team training for clinical nurses

“…It should be noted that managers should take a variety of measures to enhance the nurses' motivation and perception of organizational With regard to the learning level, the posttraining scores of the nurse innovation self-efficacy questionnaire were all higher than pretraining in this study, which were also higher than those of nurses in Denmark, Italy, and Israel (Jønsson et al, 2021). Regional differences and varied measurements may explain the discrepancy.…”

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“…Therefore, leadership support is an important source that cannot be ignored in promoting employees to reach their self‐potential and achieve good performance. Inclusive leadership and empowering leadership as leadership support styles that encourage employees to innovate (Jønsson et al, 2021; Wang et al, 2019) can effectively facilitate employees to realize their innovative potential and improve innovation capacity (Shari S. C. Shang et al, 2010). Inclusive leadership refers to a leadership style that respects the diversity of individuals, recognizes the individual value of employees, encourages collaboration and communication, tolerates team members' failures and gives corresponding professional guidance and is characterized by openness, accessibility and availability (Carmeli et al, 2010).…”