Alsadaan Nourah
College of Nursing, Jouf University, Sakakah, 72388, Saudi Arabia.
BMC Nurs. 2025 Jul 1;24(1):681. doi: 10.1186/s12912-025-03421-1.
Destructive leadership in nursing can have detrimental effects on nurses' well-being, job performance, and patient care quality. However, there is a paucity of research examining the interplay between destructive leadership styles, occupational pressures, support systems, and professional burnout in nursing.
This study aimed to assess the prevalence of destructive leadership styles in nursing, investigate their relationships with occupational pressures and burnout, and evaluate the moderating role of support systems.
A cross-sectional survey was conducted among 166 registered nurses from five public hospitals in Hail, Saudi Arabia. A stratified random sampling technique was employed to obtain a representative sample of nurses (435). Participants completed validated scales, namely: Destructive Leadership Questionnaire (DLQ), Nursing Stress Scale (NSS), Perceived Organizational Support Scale, Multidimensional Scale of Perceived Social Support (MSPSS), and Maslach Burnout Inventory-Human Services Survey (MBI-HSS). Data were analyzed using descriptive statistics, correlations, regression, and moderation analyses.
A high prevalence of destructive leadership styles was reported, with abusive supervision (77.7%), tyrannical behavior (75.3%), and laissez-faire leadership (63.9%) being common. Destructive leadership was positively associated with occupational pressures (r = 0.40, p < 0.01) and burnout dimensions (emotional exhaustion: r = 0.49; depersonalization: r = 0.37; p < 0.01), and negatively associated with personal accomplishment (r = -0.42, p < 0.01). Formal support systems moderated the relationship between destructive leadership and occupational pressures (β = -0.13, p < 0.05) and between occupational pressures and emotional exhaustion (β = -0.12, p < 0.05).
Destructive leadership is prevalent in nursing and is associated with increased occupational pressures and burnout. Organizational support can mitigate the negative impact of destructive leadership. Healthcare organizations should prioritize leadership training, establish policies against destructive behaviors, and enhance support systems to promote nurse well-being.
Not applicable.
护理工作中的破坏性领导行为会对护士的幸福感、工作表现和患者护理质量产生不利影响。然而，关于破坏性领导风格、职业压力、支持系统和护理工作中的职业倦怠之间相互作用的研究却很少。
本研究旨在评估护理工作中破坏性领导风格的普遍性，调查其与职业压力和倦怠的关系，并评估支持系统的调节作用。
对沙特阿拉伯哈伊勒市五家公立医院的166名注册护士进行了横断面调查。采用分层随机抽样技术获取具有代表性的护士样本（435名）。参与者完成了经过验证的量表，即：破坏性领导问卷（DLQ）、护理压力量表（NSS）、感知组织支持量表、多维感知社会支持量表（MSPSS）和马氏职业倦怠量表-人类服务调查（MBI-HSS）。使用描述性统计、相关性分析、回归分析和调节分析对数据进行分析。
报告显示破坏性领导风格的发生率很高，辱骂性监督（77.7%）、专制行为（75.3%）和放任式领导（63.9%）较为常见。破坏性领导与职业压力呈正相关（r = 0.40，p < 0.01），与倦怠维度呈正相关（情感耗竭：r = 0.49；去个性化：r = 0.37；p < 0.01），与个人成就感呈负相关（r = -0.42，p < 0.01）。正式支持系统调节了破坏性领导与职业压力之间的关系（β = -0.13，p < 0.05）以及职业压力与情感耗竭之间的关系（β = -0.12，p < 0.05）。
破坏性领导在护理工作中很普遍，并且与职业压力和倦怠的增加有关。组织支持可以减轻破坏性领导的负面影响。医疗保健组织应优先进行领导力培训，制定反对破坏性行为的政策，并加强支持系统以促进护士的幸福感。
不适用。
