Testing the effects of an empowerment-based leadership development programme: part 2 - staff outcomes

Abstract

Leadership development programmes should emphasize relational competencies, including leader empowering behaviours, given their potential for enhancing organisational commitment.

Structural empowerment is a strong predictor of organizational commitment in nurses: A systematic review and meta‐analysis

“…More experienced nurses (having worked longer at one place) were more likely to be more empowered which led to more commitment (Chang et al, ; Eskandari et al, ; Ibrahem et al, ). Structural empowerment increases organizational commitment through job satisfaction (Cowden & Cummings, ) but also affects organization commitment directly and possibly moderated by educational interventions (Dahinten et al, ). Other studies showed organizational commitment is influenced positively by structural empowerment through the nursing environment (Yang et al, ), job satisfaction moderates the effect of structural empowerment on commitment, with a larger effect through job satisfaction than on commitment itself (Laschinger et al, ).…”

“…This finding is also associated with more years of nursing experience, which is associated with higher salaries and more decision‐making delegated to nursing staff (Eskandari et al, ). Educational interventions with a management/leadership focus have had a similar effect with the presence of positive leadership and many years of nursing experience (Dahinten et al, ). Ultimately, these moderators affect directly or indirectly nurse intention‐to‐stay (Cowden & Cummings, ).…”

“…The initial search revealed 204 studies which after applying the inclusion criteria where reduced to 23, after checking the title, abstract, and full texts (Aggarwal et al, 2018;Ahmad & Oranye, 2010;Chang, Shih, & Lin, 2010;Cho, Laschinger, & Wong, 2006;Choi & Ahn, 2016;Church, He, & Yarbrough, 2018;Cowden & Cummings, 2015;Dahinten et al, 2014;DeCicco, Laschinger, & Kerr, 2006;Eskandari, Siahkali, Shoghli, Pazargadi, & Tafreshi, 2017;Freire & Azevedo, 2015;Ibrahem et al, 2013;Laschinger & Finegan, 2005;Laschinger et al, 2002Laschinger et al, , 2009McDermott et al, 1996;Park, Park, Yom, & Kim, 2006;Smith, Andrusyszyn, & Spence laschinger, 2010;Spence Laschinger, Leiter, Day, & Gilin, 2009;Wilson & Laschinger, 1994;Yang et al, 2014;Yang, Liu, Huang, & Zhu, 2013;Young-Ritchie, Spence Laschinger, & Wong, 2009). One study was further excluded during analysis, because of an extremely small standard deviation (Park et al, 2006).…”

Disentangling the relationships between staff nurses’ workplace empowerment and job satisfaction

“…Data were collected between 2007 and 2011 from leaders who participated in the programme, their staff nurses and a comparison group of leaders and staff nurses (Dahinten et al . ). A total of 1067 staff nurses completed baseline questionnaires before their nurse leaders participated in the leadership training programme; our final sample consisted of the 1007 registered nurses who had complete data on key study variables.…”

Global health care leadership development: trends to consider

“…56,[80][81][82][83] The Canadian model is based on the leadership identity approach where leaders first learn self-leadership competencies followed by relational team competencies and collective team competencies. The learning modules are titled: Leading self, Leading others, Leading change through effective teamwork, and Leading teams within complex organizations.…”