The Relationship between Leadership Styles, Delegation and Self-Confidence among Head Nurses at El Senbellawein General Hospital

Abstract

Background: leadership is a vital management skill that helps head nurses to improve organization`s efficiency. Delegation is an inclusive process that improves the ability of nurses and self-confidence. Aim: Investigate the relationship between leadership styles, delegation and head nurses` level of self-confidence at El Senbellawein General Hospital. Methods: A descriptive correlational design was utilized with a sample of ( 56) head nurses at El Senbellawein General Hospital. Tools of data collection were Leadership Styles, Delegation and Self-Confidence Questionnaires. Results: There were (53.6%) of the studied head nurses had high level of laissez faire style and about two third of the studied head nurses (67.9%) were moderate level of delegation. The majority of the studied head nurses (80.4%) had moderate level of self-confidence. Conclusion: A statistically significant positive correlation was existed among delegation, an authoritative and democratic leadership style. While, there was no correlation between leadership styles and self-confidence. Recommendation: Organize for courses in training regularly to help head nurses on how to effectively use their leadership abilities and training on using different styles of leadership. Convened seminars to increase the awareness of head nurses regarding delegation in terms of how it can aid them to develop their mindset and concentrate on increase education and also training on skills and nursing principles, problem solving by delegation and call for work as a team and build trust in their staff` abilities. Build and maintain a team work spirit to increase the level of self-confidence.

The effect of green organizational culture, green transformational leadership, and job satisfaction on organizational citizenship behavior: the role of mediating organizational commitment

“…Employees who are satisfied with their jobs have positive attitudes, feelings, and behaviours toward their jobs (Mohamed et al, 2018). Furthermore, Maric et al (2019) defined organizational citizenship behaviour as a free behaviour that supports the organizational commitment and psychological environment in which the task is carried out, and it includes behaviours such as assisting colleagues with extra work outside of the formal job description, as well as organizational commitment for the organization.…”