The Influence of Leadership Practices and Empowerment on Canadian Nurse Managers

Read, Emily Alicia

Friday, April 12, 2013

Heather K. S. Laschinger, RN, PhD¹
Carol A. Wong, RN, PhD²
Ashley Grau, MSc²
Emily Alicia Read, RN, BScN, MSc³
Lisa Stam, RN²
(1)Arthur Labatt Family School of Nursing, Faculty of Health Sciences, University of Western Ontario, London, ON, Canada
(2)School of Nursing, The University of Western Ontario, London, ON, Canada
(3)Nursing, Western University, London, ON, Canada

Learning Objective 1: The learner will understand the key concepts presented (i.e., transformational leadership, empowerment)

Learning Objective 2: The learner will understand how transformational leadership practices lead to increased perceptions of organizational support, quality care and decreased intent to leave.

Purpose: Our purpose was to examine the influence of senior nurse (SNL) leadership practices on middle (MM) and first-line (FLM) nurse managers’ experiences of empowerment and organizational support and ultimately on their perceptions of patient care quality and turnover intentions.

Methods: This study was a secondary analysis of data collected using non-experimental, predictive mailed survey design. Data from 231 middle and 788 first-line Canadian acute care managers was used to test the hypothesized model using path analysis in each group.

Results: The results showed an adequate fit of the hypothesized model in both groups but with an added path between leadership practices and support in the MM group.

Conclusions: Transformational leadership practices of SNLs empower middle and first-line nurse managers, leading to increased perceptions of organizational support, quality care and decreased intent to leave.

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