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Predictive Relationships Among Nurses' Perceptions of Shared Governance, Psychological Empowerment, and Turnover
Emma Aquino-Maneja1, Linda Searle Leach, Hong Li
1Author Affiliations: Clinical Practice Nurse II, Regional Professional Development and Research, Ambulatory Clinical Services, Kaiser Permanente Southern California, Pasadena, California (Dr Aquino-Maneja); Chair, Doctoral & Healthcare Administration Graduate Programs, College of Nursing and Health Sciences, Azusa Pacific University, Azusa, California (Dr Searle Leach); Department of Doctoral Studies in Nursing, Institute of Health Research, College of Nursing and Health Sciences, Azusa Pacific University, Azusa, California (Dr Li); Program Director of Healthcare Administration Programs, College of Nursing and Health Sciences, Azusa Pacific University, Azusa, California (Dr McGinnis).
Background:
A significant shortage of experienced nurses poses a major challenge in health care. Although evidence indicates that shared governance, a hallmark of Magnet organizations, supports nurse retention, gaps remain in understanding how psychological empowerment influences this relationship.
Objective:
The purpose of this study was to investigate predictive pathways among nurses' perceptions of shared governance, psychological empowerment, and turnover intention, with psychological empowerment examined as a mediating mechanism.
Methods:
A total of 313 nurses from an integrated care system participated in a cross-sectional survey study. Data were analyzed using descriptive and inferential statistics.
Results:
Nurses' perceptions of shared governance predicted turnover intention, with psychological empowerment partially mediating this relationship. The combined effects accounted for 24% of the variance in nurses' turnover intention.
Conclusions:
Nurse leaders should invest in shared governance principles that foster psychological empowerment as an intentional leadership strategy to effectively reduce turnover intention.
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