Nurmeksela Anu, Hult Marja, Häggman-Laitila Arja, Terkamo-Moisio Anja
Department of Nursing Science, Faculty of Health Sciences, University of Eastern Finland, Kuopio, Finland.
South-Eastern Finland University of Applied Sciences, Sustainable Wellbeing, Mikkeli, Finland.
J Adv Nurs. 2025 Aug;81(8):4768-4780. doi: 10.1111/jan.16684. Epub 2024 Dec 18.
To describe how nursing staff assess their superiors' destructive leadership and nurse leaders' structural empowerment. A further aim is to examine the associations between destructive leadership and staff outcomes and how nurse leaders' structural empowerment moderates these associations.
A cross-sectional study.
The data were collected during November 2022-April 2023. Nursing staff assessed their work well-being, commitment, decision-making and career advancement. Destructive leadership was evaluated using the Employment Precariousness Scale and some additional questions. Nurse leaders' structural empowerment was assessed using the Conditions For Work Effectiveness Questionnaire-II. The data were analysed using statistical methods including linear regression.
Nursing staff (n = 381) assessed destructive leadership as rare, but it negatively associated with their commitment, decision-making, career advancement and work well-being. Nurse leaders' (n = 97) structural empowerment had a positive association with nursing staff outcomes. The interaction between destructive leadership and nurse leaders' structural empowerment positively affected the work well-being and commitment of nursing staff. The models explained 32% of nurses' work well-being and 19% of their commitment.
Destructive leadership undermines nursing staff outcomes. Structural empowerment of nurse leaders should be enhanced to protect against destructive leadership and other protective factors should be explored in the future to identify and prevent destructive leadership.
Organisations should provide nurse leaders with appropriate resources and support to enhance their empowerment and opportunities to improve their leadership skills and expertise and should develop ways of identifying destructive leadership patterns and policies to resolve situations in which destructive leadership occurs.
A work environment that empowers nurse leaders may reduce the effect of destructive leadership on staff well-being, commitment, decision-making and career advancement. The significance of protective factors against destructive leadership should be explored using more robust methods in future research.
A STROBE checklist.
None.
描述护理人员如何评估其上级的破坏型领导行为以及护士长的结构赋权情况。另一个目的是研究破坏型领导行为与员工工作成果之间的关联，以及护士长的结构赋权如何调节这些关联。
横断面研究。
数据收集于2022年11月至2023年4月期间。护理人员对其工作幸福感、工作投入度、决策能力和职业发展进行了评估。使用就业不稳定量表和一些附加问题对破坏型领导行为进行评估。使用工作有效性条件问卷-II对护士长的结构赋权进行评估。采用包括线性回归在内的统计方法对数据进行分析。
381名护理人员认为破坏型领导行为很少见，但它与他们的工作投入度、决策能力、职业发展和工作幸福感呈负相关。97名护士长的结构赋权与护理人员的工作成果呈正相关。破坏型领导行为与护士长的结构赋权之间的相互作用对护理人员的工作幸福感和工作投入度产生了积极影响。这些模型解释了护士工作幸福感的32%和工作投入度的19%。
破坏型领导行为会损害护理人员的工作成果。应加强护士长的结构赋权，以防范破坏型领导行为，未来还应探索其他保护因素，以识别和预防破坏型领导行为。
组织应为护士长提供适当的资源和支持，以增强他们赋权能力，并提供提升领导技能和专业知识的机会，还应制定识别破坏型领导模式和政策的方法，以解决出现破坏型领导行为的情况。
赋予护士长权力的工作环境可能会减少破坏型领导行为对员工幸福感、工作投入度、决策能力和职业发展的影响。未来研究应采用更有力的方法探索防范破坏型领导行为的保护因素的重要性。
采用STROBE清单。
无。
