Aim This study aimed to investigate whether or not the toxic leadership behaviours of nurse managers influence nurses' perceptions of professional values. Background Professional values are among the factors that influence the development and the enhancement of the quality of health services. The professional development of nurses at work is particularly shaped by the guidance and counselling of nurse managers. Therefore, it is vitally important to determine the effects of nurse managers' toxic leadership behaviours on nurses' perception of professional values in terms of the development of professional values and the nursing image. Method and Material This study was designed as a descriptive and correlational study and was conducted with 244 nurses working in a university hospital between 09.01.2020 and 12.03.2020. The study data were collected using a Personal Information Form (11 questions) designed by the researchers in line with the recent literature, the Nurses Professional Values Scale‐Revised (NPVS‐R) and the Toxic Leadership Scale. The study data were analysed with SPSS 25.0, and they were evaluated using frequency, percentage, the Mann–Whitney U test and the Kruskal–Wallis H test, one‐way ANOVA, the t‐test for independent groups, the Cronbach alpha coefficient and Spearman correlation coefficient methods. The significance level was taken as p < 0.001, and p < 0.05 was used to interpret the study results. Results The mean age of the nurses in the study was 31.79 ± 6.68 years. A statistically significant difference was found between the scores for the NPVS‐R and their previous education about leadership (U:5.273, p < 0.05). A significant difference was also noted between the Toxic Leadership Scale scores and the educational status of the nurses (𝜒2 = 9.971, p < 0.001), whether or not they deliberately chose nursing as a profession (U:7.777, p < 0.05), whether or not they willingly served as a nurse (U:8.458, p < 0.001) and whether or not they willingly served in their current unit (U:8.475, p < 0.05). The total score and the subdimension scores of the Toxic Leadership Scale and NPVS‐R Scale were not significantly correlated (p > 0.05). Conclusion The results demonstrated that nurses who deliberately chose nursing as a career option, who willingly served as a nurse and who willingly served in their current units were comparatively less influenced by the managers with toxic leadership attitudes. It was similarly determined that nurses with higher levels of education and those who received in‐service training were less influenced by toxic managers. It was finally noted that working with toxic managers had no significant effect on the nurses' perception of professional values. Implications for Nursing Management The results indicated that although toxic leadership and nurses' perception of professional values were not significantly correlated, toxic behaviours may cause a depreciation in nurses' perception of professional values and beliefs, as noted in other relevant studies. It is thus necessary to...

Aim: This study was carried out to examine the job stress, job satisfaction and intention to leave the institution of the manager nurses. Method: This descriptive study was carried out with the participation of 100 manager nurses working in six different hospitals in a city center between June and July 2019. Data were collected using the Personal Information Form and the Perceived Job Stress Level Scale. “SPSS 20.0” statistical package program was used in the analysis of the data. Number, Percentage, Man Whitney-U, Kruskal Wallis, Cronbach Alpha Coefficient analysis methods were used in the evaluation of the data. Results: The mean job stress level score of the manager nurses participating in the study was found to be 2.40±0.51. It was determined that 48% of the manager nurses were satisfied with working as executive nurses and 72% of them did not consider leaving the institution. It was determined that the job stress levels of the manager nurses differed according to their satisfaction with working as a manager nurse and their intention to leave the institution (p<.005). Conclusion: It was found that the job stress levels of manager nurses were the most favorable stress level in terms of “D” group health and productivity, and those who had the intention of leaving the institution and who were not satisfied with working as manager nurses had higher job stress.

Introduction: This study aims to discuss cultural intelligence levels and intercultural communication apprehension of nurses. Method: This study was designed as a descriptive and cross-sectional study, and it was conducted with 252 nurses working in a hospital in a south city of Turkey. The research data were collected via a “Personal Information Form” designed by the researchers, “The Cultural Intelligence Scale,” and “The Intercultural Communication Apprehension Scale.” Results: It was concluded that nurses had moderate levels of cultural intelligence and intercultural communication apprehension, which were positively correlated ( p < .001). Cultural intelligence levels and intercultural communication apprehension were further correlated with certain variables such as age, gender, job duration, foreign language proficiency, and their experiences in foreign countries ( p < .05). Discussion: In light of the results, it was suggested that moderate levels of intercultural communication apprehension can be a supportive factor in developing cultural intelligence. It was also added that preventing excessive intercultural communication apprehension and supporting nurses to improve language skills and to have abroad experience may be beneficial in developing cultural intelligence.