Hashemi Razieh, Sadeghi Amir, Roshanaei Ghodratollah, Purfarzad Zahra
Student Research Committee, Hamadan University of Medical Sciences, Hamadan, Iran.
Department of Nursing, School of Nursing and Midwifery, Hamadan University of Medical Sciences, Hamadan, Iran.
BMC Nurs. 2025 Jun 6;24(1):652. doi: 10.1186/s12912-025-03321-4.
The nurse managers need to understand various leadership styles in order to support their staff and cultivate a work environment that enhances the psychological empowerment and work engagement of nurses. This research aimed to investigate the correlation between leader empowering behaviors, psychological empowerment, and work engagement in Iranian nurses. Additionally, the study looked at the role of psychological empowerment as a mediator in the connection between leader empowering behaviors and work engagement.
During the period from September 2021 to February 2022, a research study with descriptive, cross-sectional, and correlational design was carried out. A sample of 198 nurses was obtained using a stratified proportional random sampling approach. The data collection tools included a demographic information, Leader Empowering Behaviors Scale (LEBS), Spreitzer's Psychological Empowerment Scale, and Utrecht Work Engagement Scale-9 (UWES-9). The data was analyzed using descriptive statistics, Pearson correlation analysis, linear regression analysis, and structural equation model (SEM). Analysis of the data was performed using SPSS ver24 and AMOS ver24. The significance level considered for the study was < 0.05.
The average scores for leader empowering behaviors, psychological empowerment, and work engagement were 4.94, 5.64, and 3.94, respectively. According to the results, most nurses perceived high levels of leader empowering behaviors and psychological empowerment, while perceiving a moderate level of work engagement. Leader empowering behaviors had a positive and significant association with psychological empowerment (p < 0.001; β = 0.557; R = 0.307), and work engagement (p = 0.001; β = 0.245; R = 0.055). Also, psychological empowerment exhibited a positive and significant connection with work engagement (p < 0.001; β = 0.470; R = 0.217). Psychological empowerment was identified as mediating the relationship between leader empowering behaviors and work engagement (p = 0.001; R = 0.178).
Nursing managers can provide the grounds to enhance work engagement of nurses via leader empowering behaviors and attempts for improving psychological empowerment.
护士长需要了解各种领导风格，以便支持其员工，并营造一个能增强护士心理授权和工作投入度的工作环境。本研究旨在调查伊朗护士的领导授权行为、心理授权和工作投入之间的相关性。此外，该研究还探讨了心理授权在领导授权行为与工作投入之间的联系中所起的中介作用。
在2021年9月至2022年2月期间，开展了一项具有描述性、横断面和相关性设计的研究。采用分层比例随机抽样方法选取了198名护士作为样本。数据收集工具包括人口统计学信息、领导授权行为量表（LEBS）、斯普雷itzer心理授权量表和乌得勒支工作投入量表-9（UWES-9）。使用描述性统计、皮尔逊相关分析、线性回归分析和结构方程模型（SEM）对数据进行分析。使用SPSS ver24和AMOS ver24进行数据分析。本研究考虑的显著性水平为<0.05。
领导授权行为、心理授权和工作投入的平均得分分别为4.94、5.64和3.94。结果显示，大多数护士认为领导授权行为和心理授权水平较高，而工作投入水平中等。领导授权行为与心理授权呈显著正相关（p<0.001；β=0.557；R=0.307），与工作投入也呈显著正相关（p=0.001；β=0.245；R=0.055）。此外，心理授权与工作投入呈显著正相关（p<0.001；β=0.470；R=0.217）。心理授权被确定为领导授权行为与工作投入之间关系中的中介变量（p=0.001；R=0.178）。
护理管理者可以通过领导授权行为和提高心理授权的努力，为提高护士的工作投入度提供条件。
