Despotic Leadership and Thriving at Work Among Nurses in a Saudi Tertiary Hospital: A Cross-Sectional Study
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Shaimaa Mohamed Elghareeb Allam1,2, Maryam Murdhi Attalh Alanizi2,3, Amany Ahmed Abdrbo4
1Medical-Surgical Nursing Department, Faculty of Nursing, Mansoura University, Mansoura, Egypt, mans.edu.eg.
Background:
Despotic leadership is characterized by controlling, self-serving, and unethical leadership behaviors, whereas thriving at work reflects positive work-related well-being and professional functioning. However, empirical evidence on the relationship between perceived despotic leadership and nurses' thriving at work in Saudi tertiary healthcare settings remains limited.
Aim:
To examine the association between perceived despotic leadership and thriving at work among registered nurses in a Saudi tertiary hospital.
Methods:
We conducted a quantitative, cross-sectional correlational study at King Fahd Medical City in Riyadh, Saudi Arabia, using a convenience sample of 181 registered nurses with at least 12 months of experience in the organization. Data were collected using a demographic and professional information form, the 6-item Despotic Leadership Scale, and the 30-item long form of the Thriving from Work Questionnaire. We used descriptive statistics, independent-samples t tests, one-way analysis of variance, Pearson correlation, item-level correlations, and multivariable linear regression for analysis.
Results:
Nurses reported moderate levels of perceived despotic leadership (mean = 3.19 ± 1.21) and thriving at work (mean = 3.29 ± 1.05). Perceived despotic leadership was significantly and negatively associated with thriving at work (r = -0.323, 95% CI [-0.448, -0.186], p < 0.001). In the adjusted analysis, perceived despotic leadership remained significantly associated with lower thriving at work (B = -0.321, SE = 0.061, β = -0.371, 95% CI [-0.441, -0.201], p < 0.001).
Conclusion:
Higher perceived despotic leadership was associated with lower thriving at work among registered nurses. Because the study was cross-sectional, causal inferences cannot be made. The findings support organizational efforts to strengthen ethical, supportive, and participatory leadership practices and warrant longitudinal research to clarify the direction of this relationship.
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