Influence of the Clinical Nurse's Self-Acceptance and Experiential Acceptance on Leadership Versatility

Abstract

Introduction This study identifies how the self-acceptance and experiential acceptance of nurses working in hospitals influences leadership versatility to utilize the information as basic data for developing strategies for improving nursing quality through effective manpower management. Objective This study aims to identify the relationships of nurses’ self-acceptance, experiential acceptance, and leadership versatility and verify the influence of experiential acceptance and self-acceptance on leadership versatility. Methods This study used a descriptive design. The convenience subjects were 100 nurses at the one territory hospital in Korea. Data were analyzed using descriptive statistics, t-test, ANOVA, Pearson's correlation coefficient, and multiple regressions. Results There were significant positive correlations between self-acceptance and leadership versatility ( r = .39, p < .001). Among predictors, self-acceptance had statistically significant influences on leadership versatility ( β = 0.35, p < .001). Self-acceptance indicated an explanation power of 24.0% of the total variance and was shown to be statistically significant ( F = 6.89, p < .001). Conclusions Self-acceptance and experiential acceptance and factors according to nurses’ clinical experience and position should be identified in depth, and subsequent studies on factors related to this should be conducted.