Context: Authentic leadership is required to build trust and achieving positive organizational outcomes. Organizational commitment acts as one of the outcomes of authentic leadership. Head nurses, as leaders can use an authentic leadership style that positively influence staff nurses and increase their organizational commitment. Aim: The present study aimed to examine the effect of authentic leadership educational program for head nurses on staff nurses' organizational commitment. Methods: A quasi-experimental research design utilized to achieve the aim of the current study. The study was conducted in all inpatients units at Benha University Hospital, Egypt. Subjects included all available (32) head nurses and a purposive sample of (120) staff nurses who were working in the setting mentioned above. Three tools were utilized for data collection namely; authentic leadership knowledge self-assessment questionnaire, authentic leadership attitude self-assessment questionnaire, and organizational commitment assessment questionnaire. Results: There was a statistically significant correlational improvement in both the studied head nurses' knowledge and attitude regarding authentic leadership after the implementation of the program. Besides, there was a statistically significant improvement of the studied staff nurses' organizational commitment after implementation of the program. Also, there was a highly statistically significant correlation (P-value<0.001) between the studied head nurses' knowledge and attitude regarding authentic leadership and the studied staff nurses' organizational commitment post-program. Conclusion: The study concluded that there was a positive effect of the authentic leadership educational program for head nurses on the staff nurses' organizational commitment. The study recommended that an authentic leadership educational program should be recognized and implemented for all head nurses and who in a management position in the nursing field in other hospitals as needed. Hospitals and Nursing administrators should do their best for keeping and enhancing staff nurses' organizational commitment.

Context: Emotional stability is the process in which the personality is continuously striving for a greater sense of emotional health. Job crafting and can be seen as a specific form of proactive behavior in which the nurse initiates changes (redesign) in the level of job demands and job resources to make their job more meaningful. Nurses with high emotional stability are more tending to adapt to changes in their job and enhance their job crafting. Aim: This study aimed to assess the emotional stability of nurses and their relation to their job crafting.     Methods: The study was conducted at the Psychiatric Mental Health Hospital in Benha city, Qalubia governorate, Egypt. A convenient sample of 100 nurses working in the setting mentioned above. A descriptive correlational design utilized to achieve the aim of the study. Two tools used for data collection, namely; Emotional Stability Assessment Questionnaire and Job Crafting Assessment Scale. Results: The results reveal that near to two thirds (63%) of the studied nurses had a moderate level of emotional stability, and near to half (48%) of the studied nurses reported a low level of job crafting. Conclusion: The study concluded that there was a positive, highly statistically significant correlation between the emotional stability of the studied nurses and their job crafting. Recommendation: Conduction of further studies in order to assess the relationship between emotional stability and job crafting with replication of this study on a larger probability sample from different geographical locations at the Arab Republic of Egypt. In addition to the establishment of a training program about emotional stability for nurses as needed, particularly those working under a stressful situation like the psychiatric mental health nurses and identify the needed corrective actions. Hospital administrators and nursing decision-makers should encourage the conduction of workshops regarding job crafting for nurses.

Background: Ethical leadership lead to positive effects such as increased organizational pride among staff nurses who work with ethical leaders so they do their best to ensure the success of their healthcare organizations. Aim: Assess ethical leadership educational program for head nurses and its influence on staff nurses' organizational pride. Research Design: A quasi-experimental research design was utilized in this study. Setting: The study was conducted in inpatient units at Benha University hospitals. Sample: included all available (35) head nurses, as well as a simple random sample (320) out from (1600) staff nurses. Tools of data collection: Three tools were utilized for data collection namely; Ethical Leadership scale, Ethical Leadership knowledge and organizational Pride questionnaire. Results: Minority 66% of head nurses had good knowledge level at the preprogram phase while it increased to 82.5% & 79.3% at post program and follow up phases, respectively, while only 21% of them had high ethical leadership skills level at preprogram phase, which increased to most of them 87% & 83% at post program and follow phases respectively. Also, while 11% of staff nurses had a high organizational pride level at preprogram phase, it was increased to most of them 70%&69.5% at the post program phase and follow phase, respectively. Conclusion: There was a highly positive statistical significant correlation between head nurses' ethical leadership knowledge, skills and staff nurses' organizational pride at post and follow up program phases. Recommendations: Hospital administration should conduct the ethical leadership educational program for different levels of nurse managers to promote the ethical leadership in their organization.

Context: Nurses need support at all levels in the organization. When staff nurses perceive organizational support, this can promote their sense of well-being, raise positive work behaviors and enhance their autonomy in patient care and unit operational decisions through having the right to make decisions and do their best to increases productivity and achieve organizational goals. Aim: The current study aimed to assess organizational support as perceived by staff nurses and its relation to their autonomy. Methods: A descriptive cross-sectional analytical research design utilized to achieve the aim of the current study. This study conducted in all units of Benha University Hospital. Study subjects were301 out of 1224 staff nurses; their selection was based on a simple random sample. Two tools used for data collection namely perceived organizational support questionnaire and staff nurses' autonomy scale. Results: The result of the study yield that more than two-thirds (73.3%) of the studied staff nurses had low perception levels regarding organizational support, while less than half (45.8%) of them had moderate autonomy levels. Also, there was a highly statistically significant positive correlation (p-value <0.001) between organizational support as perceived by studied staff nurses and their autonomy. Conclusions: The study concluded that a positive, highly statistically significant correlation was found between organizational support as perceived by studied staff nurses and their autonomy. The study recommended that hospital as an organization should clarify available types of its organizational support for staff nurses and encourage them to express their needs and put strategies to increase needed support. Hospital administrators should enhance staff nurses’ autonomy regarding patients' care and the unit's operational decisions. A training program should be provided for staff nurses about how to be more autonomous to make independent, wise decisions. Future research is suggested regarding a broader cross-section replication of this study for diverse nurses from all over the country that may yield generalization of the results. Also, further research is needed to explore barriers that staff nurses face in autonomous decision making and how to promote them in participation in unit operational decisions.