The Relationship Between Transformational Leadership Practices of First-Line Nurse Managers and Nurses’ Organizational Resilience and Job Involvement: A Structural Equation Model

Abstract

Background: Nurse leaders play a unique role in seeking ways to promote a strong nurse workforce and positive work attitudes and behaviors among nurses to assist in their success. The leadership practice of nurse managers could be an important factor in promoting nurses’ organizational resilience and job involvement. Aim: To determine the relationship between transformational leadership practices of first-line nurse managers and nurses’ organizational resilience and job involvement. Methods: A descriptive correlational research design was conducted at a Saudi university hospital. The study consisted of 60 nurse managers and 211 nurses. Measures included Leadership Practices Inventory, organizational resilience, and job involvement questionnaires. Results were analyzed using inferential statistics and Structural Equation Modeling. Results: In addition to the positive significant correlation found among the studied variables, First-Line Nurse Managers’ Leadership practices accounted for 43% and 40% of the variance of nurses’ organizational resilience and job involvement. Linking Evidence to Action: Nurse leaders perform a crucial role in embracing and executing effective strategies through their transformational leadership and managerial caring to support nurses’ resilience and job involvement. Shared governance and a respectful working atmosphere that conveys gratitude to nurses are popular strategies that enhance the efficacy of nursing leadership and promote positive work attitudes among nurses.