Development and validation of Nurse Managers’ Empowering Behavioral Scale for staff nurses

Sasaki, Miki; Ogata, Yasuko; Morioka, Noriko; Yumoto, Yoshie; Yonekura, Yuki

doi:10.1002/nop2.414

Cited by 5 publications

(9 citation statements)

References 30 publications

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“…Cronbach’s alpha and the ICC between the two surveys exceeded the standard value of 0.70 [ 24 ], confirming internal reliability and test–retest reliability. The coefficients of the correlation analysis were almost the same in the results from the development of the NMEB-SN [ 10 ] and in the meta-analysis by Kim et al [ 6 ], confirming its criterion-related validity. Thus, the efficacy of the NMEB-SN short version was verified.…”

Section: Discussionsupporting

confidence: 59%

“…This study utilized the data [ 10 ] that was used to develop the NMEB-SN. Questionnaires were administered to 2325 staff nurses in 10 Japanese hospitals from December 2018 to January 2019, with 1516 responses collected.…”

Section: Methodsmentioning

confidence: 99%

“… ICC: intra-class correlation coefficient, NMEB-SN: Nurse Managers’ Empowering Behavioral Scale for Staff Nurses, SD: standard deviation. Items were cited from the study by Sasaki, Ogata, Morioka, Yumoto, and Yonekura [ 10 ]. These items were first developed in Japanese and later translated into English.…”

Section: Figurementioning

confidence: 99%

“…The Nurse Managers’ Empowering Behavioral Scale for Staff Nurses (NMEB-SN) [ 10 ] was developed based on interviews with staff nurses regarding psychologically empowering and motivating behaviors toward staff nurses. The NMEB-SN comprises 48 items across five subscales—providing meaning to work; supporting autonomy to make me have self-confidence; providing support to overcome obstacles at work; recognizing work; and respecting me as a staff member.…”

Section: Introductionmentioning

confidence: 99%

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Development of a Shortened Version of the Nurse Managers’ Empowering Behavioral Scale for Staff Nurses

et al. 2022

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The original version of the Nurse Managers’ Empowering Behavioral Scale for Staff Nurses (NMEB-SN) was both unique and comprehensive. However, it was considered lengthy. Hence, the intention of this particular study was to develop a shortened version of the NMEB-SN comprising 15 items across five subscales. Responses from 1268 staff nurses working at 10 Japanese hospitals were included in the analysis to confirm the validity and reliability of the scale. The results ensured internal consistency, construct and criterion-related validity, and test–retest reliability. The NMEB-SN short version is applicable in the context of practical and efficient nursing management to attract more nurses to the workplace.

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Section: Discussionsupporting

confidence: 59%

Section: Methodsmentioning

confidence: 99%

Section: Figurementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Development of a Shortened Version of the Nurse Managers’ Empowering Behavioral Scale for Staff Nurses

et al. 2022

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“…Although we found a clear impact of LMX on pro-social rule-breaking behaviour, future research could also focus on nurse managers' empowering behaviour. Recently, Sasaki et al, (2020) found that this empowering behaviour strongly and positively relates to LMX. Moreover, the authors argue that in a nursing context, perhaps managers' empowering nurses could lead to more positive outcomes than LMX.…”

Section: Limitations and Future Research Directionmentioning

confidence: 97%

When breaking the rule becomes necessary: The impact of leader–member exchange quality on nurses pro‐social rule‐breaking

et al. 2021

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Aim Despite the literature on nursing leadership, the research on the quality of exchange relationship between nursing leaders and nurses is in its initial stages. Also, the underlying mechanism that exists between leader–member exchange and employee outcomes warrants further inquiry. This study aimed to fill these gaps by investigating the role of leader–member exchange relationships and organizational identification in nurses' intentional violation of hospital regulations to promote their patients' welfare, also called pro‐social rule‐breaking. In contrast to a vast number of previous studies, we argue that pro‐social rule‐breaking can be positive for organizations. Therefore, nurses should be given margin and autonomy to break hospital rules when needed by establishing a high‐quality exchange relationship with the supervisor. Design A quantitative study was conducted on nurses working in hospitals in Pakistan by utilizing a non‐probability convenience sampling technique. Method Data from nurses and their colleagues ( n = 224) were collected at three‐time points between June 2019 and August 2019 through questionnaires. Results The results proved that nurses' possessing a high‐quality exchange relationship with their supervisor feels a higher level of identification with their organization. In turn, they are more likely to engage in pro‐social rule‐breaking as a form of constructive deviance.

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The lens of Yin-Yang philosophy: the influence of paradoxical leadership and emotional intelligence on nurses’ organizational identification and turnover intention

Lin

Lee

et al. 2023

LHS

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Purpose This study aims to use “both–and” thinking of Yin-Yang philosophy to extend the field of leadership literatures and explore the influences of paradoxical leadership and emotional intelligence on organizational identification and turnover intentions of nurses. Design/methodology/approach The authors adopted a cross-sectional survey completed by 285 nurses in Taiwan. SPSS 22, PROCESS and AMOS 21 were used for data analysis. Findings The results reveal that paradoxical leadership has a significant positive relationship with nurses’ organizational identification and a significant negatively relationship with their turnover intentions, and organizational identification partially mediated the relationship between paradoxical leadership and turnover intentions. The results further show that emotional intelligence strengthens the effect of paradoxical leadership on organizational identification, and paradoxical leadership had a stronger indirect effect on turnover intentions through organizational identification under strong emotional intelligence. Originality/value Paradoxical leadership can strengthen managers’ abilities in dealing with interrelated and substantial issues and correspond to organizing and belonging paradoxes in holistic thinking processes. Health-care organizations must shape a coordinated institution and offer training initiatives to increase managers’ ability and attitude to control organizational rules and procedures while allowing employees’ flexibility and autonomy according to the requirements of the situation, which will maintain both organizational short-term benefits and long-term growth.

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Development and validation of Nurse Managers’ Empowering Behavioral Scale for staff nurses

Cited by 5 publications

References 30 publications

Development of a Shortened Version of the Nurse Managers’ Empowering Behavioral Scale for Staff Nurses

Development of a Shortened Version of the Nurse Managers’ Empowering Behavioral Scale for Staff Nurses

When breaking the rule becomes necessary: The impact of leader–member exchange quality on nurses pro‐social rule‐breaking

The lens of Yin-Yang philosophy: the influence of paradoxical leadership and emotional intelligence on nurses’ organizational identification and turnover intention

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