The Mediating Role of Psychological Capital in the Relationship Between Professional Nursing Governance, Nurses'...

Decision-making structures are a fundamental component of the professional practice environments and are closely associated with nursing excellence.

This study examined the relationships between professional nursing governance, nurses' perceived care quality and job satisfaction, as well as the mediating role of psychological capital in these relationships.

This cross-sectional, descriptive and correlational study was conducted with 514 nurses working in Istanbul between October 2024 and January 2025. Data were collected face to face and online using the Hess Professional Nursing Governance Index (IPNG) 3.0, the Psychological Capital Questionnaire (PCQ-12) Short Form, the Nursing Care Quality Assessment Scale and the Nurse Satisfaction Questionnaire. Descriptive and correlation analyses were performed, and the hypothesised model was tested using structural equation modelling.

Professional nursing governance was positively related to psychological capital (standardised β = 0.453, p < 0.01), unit-level perceived nursing care quality (standardised β = 0.311, p < 0.01), hospital-level perceived nursing care quality (standardised β = 0.328, p < 0.01) and job satisfaction (standardised β = 0.376, p < 0.01). Psychological capital also demonstrated positive relationships with unit-level perceived nursing care quality (standardised β = 0.339, p < 0.01), hospital-level perceived nursing care quality (standardised β = 0.362, p < 0.01) and job satisfaction (standardised β = 0.300, p < 0.01).

The findings suggest that higher levels of professional nursing governance are associated with stronger psychological capital, more favourable evaluations of care quality and greater job satisfaction among nurses. Psychological capital may represent a potential mechanism underlying the observed associations between professional nursing governance and these outcomes.

To enhance the effectiveness of nursing management, a practice environment integrated with administrative processes should be established, granting nurses genuine and explicit decision-making authority. Managers may consider adopting a supportive and facilitative role rather than a supervisory approach, which may be associated with stronger psychological capital, greater professional autonomy, and higher organisational commitment and more favourable nurse outcomes, including higher perceived care quality and job satisfaction.