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Relationship Between Empowering Leadership, Resilience and Organisational Learning from Incidents: A Cross-Sectional
Miki Sasaki1, Chiho Hirota1, Karin Nakazawa2
1Graduate School of Health Care Sciences, Institute of Science Tokyo, Tokyo, Japan.
Aim:
To examine the relationship between nurse managers' empowering leadership, nurses' resilience and organisational learning from incidents.
Design:
Cross-sectional observational study.
Methods:
Secondary data from a study conducted in June-July 2022 was used. The sample included 1049 nurses working in three special-functioning hospitals. The self-administered questionnaires assessed nurse managers' empowering behaviours, nurses' resilience and attitudes and behaviours fostering organisational learning from incidents. The analysis employed multilevel analysis with hierarchical linear modelling.
Results:
Nurse managers' empowering behaviours and nurses' resilience were significantly positively associated with attitudes and behaviours fostering organisational learning from the following incident subscales: make efforts to identify the problem, discuss safety in the workplace, identify and give feedback to address the at-risk behaviour. The interaction of empowering behaviours and resilience was not significant.
Conclusion:
Nurse managers' empowering behaviours and nurses' resilience can contribute to attitudes and behaviours that foster organisational learning, even when nurses face stressful incidents.
Implications For The Profession And/Or Patient Care:
Fostering empowering leadership in nurse managers and resilience in nurses enhances organisational learning and improves safety and care quality.
Reporting Method:
The reporting is based on the STROBE guidelines.
Patient Or Public Contribution:
This study did not include patient or public involvement in its design, conduct or reporting.
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