Aim This study was designed to determine the effect of humble leadership on nurses' proactive behaviours at work through psychological empowerment. Background Nurse leaders' humility has a profound effect on enhancing nurses' proactive work behaviour; yet, the mechanism underlying this pattern of effect remains unknown. Methods A descriptive cross‐sectional study was conducted in all nine Universal Health Insurance hospitals in Port Said, Egypt. Using scales for assessing leader humility, psychological empowerment and proactive behaviour at work, 316 nurses were surveyed. Regression analyses and structural equation models were used to examine the study hypothetical model. Results The results revealed that humble leadership, psychological empowerment and proactive work behaviour were significantly positively correlated. Psychological empowerment fully mediated the relationship between humble leadership and proactive work behaviour. Conclusion This study emphasized the value of humble leadership in psychologically empowering nurses, which results in greater proactive work behaviour. Implication for Nursing Management Nurse managers should lead their nursing staff with humility, which could increase the level of nurses' psychological empowerment and proactive behaviours at work, which will be reflected positively on the staffs and the organization.

Background: Conflict management skill is an essential skill for an effective nurse leader.As inappropriate use of conflict resolution skills leads to degeneration of communication and poor working relationships particularly between nurse leader and their staff nurses.Aim: the current study aimed to determine the relationship between conflict management strategies used by head nurses, and the quality of vertical dyad linkage at Port Said hospitals. Subjects and Methods: A descriptive correlational design was applied in this study on 31 head nurses and 203 staff nurses working in Port Said General Hospital and Port Said Health Insurance Hospitals, using two tools; the first was Thomas-Kilmann conflict mode instrument to assess head nurses' preferred conflict resolution strategies, and the second was vertical dyad linkage scale from staff nurses point of view. Results:The results of the present study showed more than two-thirds of head nurses (67.7%) used accommodating strategy as a primary method to resolve conflict, followed by compromising strategy used by 51.6% by them to resolve conflict and less than two third (64%) of staff nurses had a neutral relation with their head nurses. Conclusion: Based on the results of the present study, it can be concluded that, there was no statistically significance relation between conflict management strategies used by head nurses, and the quality of vertical dyad linkage in Port-Said hospitals. It was recommended that head nurses should use conflict management styles depending on the situation. In addition to, develop an in-group relationship with as many staff nurses as possible.

Introduction The nursing literature is silent about the relationship between ethical leadership, nurses’ flourishing, and extra-role behavior. This study was carried out to contribute to the relevant field research. Objective The aim of the present study was to investigate the relationship between nurses’ perceptions of their nursing managers’ ethical leadership behavior, nurses’ flourishing, and their extra-role behavior. Methods This was a cross-sectional study involving 302 nurses from six hospitals in Damietta City, Egypt. Data were collected using the following three self-report scales: Ethical Leadership at Work questionnaire, Flourishing Scale, and extra-role behavior scale. The data were analyzed using descriptive statistical, Pearson correlation, regression analysis and the structure equation model. Results There was a significant positive relationship between nursing managers’ ethical leadership, nurses’ flourishing, and extra-role behavior. The regression analysis showed that the ethical leadership of nursing managers and nurses’ flourishing predict extra-role behavior. Conclusion Nurses with a high level of flourishing and who work with a manager exhibiting ethical leadership behavior are more likely to activate extra-role behavior. Hence, it is recommended that nursing managers embrace an ethical approach in their leadership practices and promote flourishing among nurses to encourage them to go the extra the mile in their jobs.

Aim. This study aimed at evaluating the effects of a job crafting intervention program for nurses on their job crafting behaviors, harmonious work passion, and career commitment. Background. Nurses generally work in suboptimal environments with chronic low resources and high demands. Job crafting may be a cost-effective strategy to deal effectively with such environments. However, its effectiveness as a nursing intervention program remains unclear. Methods. An open-label randomized controlled trial was conducted at a hospital in Port Said, Egypt. The study enrolled 94 nurses. Participants were assigned randomly to the intervention group (n = 47) or the control group (n = 47). The intervention group had a 2-day workshop, 3 weeks of job crafting implementation, and a reflection session, whereas the control group participated in a 1-day workshop. Data were collected at baseline, 2 weeks, and 3 months after the intervention in both groups by using the Job Crafting Scale, Job Crafting Knowledge Questionnaire, Harmonious Work Passion Scale, and Career Commitment Scale. Results. Compared with the control group, the intervention group experienced a higher level of job crafting behaviors and reported a greater improvement in harmonious work passion, but not in career commitment. Conclusion. Nurses can be trained on job crafting behaviors, which can lead to the maximization of job resources, optimization of job demands, and enhancement of nurses’ harmonious work passion. Implications for Nursing Management. Nursing managers should train nurses regularly on how to be job crafters because it is an effective tool that helps nurses deal with limited job resources and increased job demands and makes them more harmoniously passionate about their work.

Aim This study aimed to examine the effects of a person–job match in the six areas of worklife on Egyptian nurses’ job embeddedness. Background Healthcare organizations struggle to embed nurses in their job. However, the antecedents of nurses’ job embeddedness are not fully known, especially those related to organizational factors. This study is an initiative to contribute in this field. Methods A national cross-sectional study that enrolled 1003 Egyptian licensed nurses was conducted. Data were collected using an online-based version of the Areas of Worklife Scale and the Global Job Embeddedness Scale and analyzed using the descriptive statistics, Pearson correlation, and regression analysis. Results Nurses reported a moderate level of job embeddedness with a person–job match in control, reward, and community. Regression analysis showed four of six areas of worklife (value, fairness, community, and control) contributing to nurses’ job embeddedness. Conclusion Nurses who experience a person–job match in the value, fairness, community, and control areas of worklife are more likely to embed in their job. A match in the value area has the great potentials for nurses to embed in their job. Implications for nursing management Actions aimed at embedding nurses should prioritize on optimizing a person–job match in value, fairness, community, and control.