The protective role of self-esteem, perceived social support and job satisfaction against psychological distress among Chinese nurses

Feng, Danjun; Su, Shan; Wang, Lu; Liu, Fang

doi:10.1111/jonm.12523

Cited by 80 publications

(90 citation statements)

References 39 publications

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“…This, in turn, may increase nurses' burnout level and decrease support from nurses' colleagues. Additionally, since the relationships between nurses and patients and/or physicians are sometimes tense in China, this environment also increases nurses' burnout and decreases their support (Feng et al, ). Furthermore, when nurses are too busy to take care of their own families, the family members may not understand them.…”

Section: Discussionmentioning

confidence: 99%

“…It can be extremely stressful for nurses to work in a hospital. Nurses suffer from heavy workloads, pain and death of patients, sensitive interpersonal relationships, low income, low recognition and support from their families, and the requirement to use sophisticated technologies (Feng, Su, Wang, & Liu, ; Khamisa, Peltzer, Ilic, & Oldenburg, ). These stressful work experiences may overwhelm the nurses' coping capacities and further result in nurses' burnout (Callaghan, Tak‐Ying, & Wyatt, ; Lazarus & Folkman, ).…”

Section: Introductionmentioning

confidence: 99%

“…The factors influencing PSS may be related to interpersonal sensitivity (Wedgeworth et al, ) or WS (Jin et al, ). Additionally, when nurses experience low levels of PSS, their self‐efficacy will decrease (Hu, Yu, Chang, & Lin, ), while psychological distress (Feng et al, ) will increase. Moreover, Babaeiamiri () studied the influence of nurses' job burnout, PSS and psychological hardiness on nurses' mental health among 400 Iranian nurses.…”

Section: Introductionmentioning

confidence: 99%

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Work stress, perceived social support, self‐efficacy and burnout among Chinese registered nurses

2019

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Aims To establish a model and identify structural relationships between Chinese nurses' perceived social support, self‐efficacy, work stress and burnout. Background The prevalence of burnout among nurses tends to be high worldwide. A better understanding of relationships between the study variables can help hospital managers apply effective programmes to reduce burnout. However, no studies have identified the structural relationships between these variables in one model, simultaneously. Methods We conducted a cross‐sectional survey to complete questionnaires from 444 nurses working in three Chinese general tertiary hospitals. The proposed model was examined by structural equation modelling. Results The proposed model was partially supported by empirical data. The total effect of work stress on burnout was large. Both work stress and the perceived social support moderately and directly affected burnout. Work stress also indirectly affected burnout through perceived social support. Work stress directly influenced perceived social support and self‐efficacy. Perceived social support directly affected self‐efficacy. However, self‐efficacy did not directly influence burnout. Conclusions This study validated a model and identified a deep understanding of structural relationships between the selected variables among Chinese nurses. Implications for Nursing Management Apart from reducing work stressors, hospital managers should utilize more social support strategies when designing intervention programmes to reduce burnout.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Work stress, perceived social support, self‐efficacy and burnout among Chinese registered nurses

2019

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“…Therefore, whether employees take charge largely depends on the level of their psychological safety (Carmeli et al, 2010). Existing research shows that social support can protect employees against psychological distress (Feng et al, 2018), and inclusive leadership to subordinates can improve employees' psychological safety level (Hirak et al, 2012) and stimulate employees' state of learning (cognition) and vitality (emotion), which, in turn, positively affects their ability and willingness to engage in taking-charge behaviors. The results provide a more detailed mechanism underlying the formation of taking-charge behavior.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…The second aspect involves contextual factors, such as organizational support, social support (Backman et al, 2018;Feng et al, 2018), leadership support, working conditions (Bakr et al, 2019), distributional fairness, procedural fairness, and organizational development practice perception (Moon et al, 2008;Escribano and Espejo, 2010;Dysvik et al, 2016). For example, on the one hand, high-quality team-member exchanges (LMXs) (Kim et al, 2015) and support from leaders or colleagues are crucial factors driving employees to engage in taking-charge behavior (Love and Dustin, 2014;Backman et al, 2018;Feng et al, 2018). Social support and favorable work conditions could enhance the level of perceived job security and protect employees against psychological distress and job strain (Backman et al, 2018;Bakr et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Inclusive Leadership and Taking-Charge Behavior: Roles of Psychological Safety and Thriving at Work

2020

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Taking charge is an important form of proactive behavior that sustains organizational survival and individual development. Learning how to motivate employees to engage in taking-charge behavior has become one of the hot topics in the field of organizational management. Despite considerable research investigating the factors influencing taking charge, less attention has been paid to leadership-related factors, such as inclusive leadership. Based on the self-determination theory and the social information processing theory, we examined the mediating roles of psychological safety and thriving at work in the relationship between inclusive leadership and taking-charge behavior. We collected data in two stages from 205 pairs of employees and their supervisors at 17 companies in mainland China. Specifically, the results revealed that inclusive leadership promoted employees' taking-charge behavior first through psychological safety and then through thriving at work. The results describe a more detailed mechanism underlying the formation of taking-charge behavior. The results further deepen our understanding of the path from inclusive leadership to employee behavior. These findings have theoretical implications for the taking-charge literature and managerial implications for practitioners.

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Posttraumatic stress disorder and depression of Chinese medical staff after 2 years of COVID‐19: A multicenter study

Liu

Zou

et al. 2022

Brain and Behavior

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Background: In December 2019, coronavirus disease (COVID-19) was first reported in Wuhan, China, and has had a negative psychological impact on the medical staff. However, the long-term psychological effects of COVID-19 were still unclear. We aimed to assess the posttraumatic stress disorder (PTSD) and depression among medical staff 2 years after COVID-19 pandemic in Wuhan, China. Methods: We conducted a multicenter study in five general hospitals in Wuhan, China. PTSD was assessed using the PTSD Checklist-5. Depression was measured by the Center for Epidemiologic Studies Depression Scale. Multivariate adjusted logistic regression models were used to evaluate the association among demographic variables, depressive indicators, and PTSD. Results: In a sample of 1795 medical staff, 295 (16.40%) participants reported PTSD and 329 (18.30%) reported depression. After multivariate adjusted logistic regression analyses, participants involved in COVID-19 clinical work, unsafe working environment, poor doctor-patient relationship, unhealth status, work dissatisfaction, and low family support were at a high risk for PTSD and depression 2 years after the outbreak of COVID-19 pandemic. Conclusions:Although it has been more than 2 years after the COVID-19 pandemic outbreak, the mental health of medical staff remains a concern. In particular, medical staff involved in the clinical care of COVID-19 patients showed a higher risk of PTSD and depression 2 years after the COVID-19 pandemic. This study may provide some useful suggestions for psychological interventions for medical staff.

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The protective role of self-esteem, perceived social support and job satisfaction against psychological distress among Chinese nurses

Abstract: Nurse administrators should take measures to improve nurses' job satisfaction and social support, and hire individuals with high self-esteem as nurses.

Cited by 80 publications

References 39 publications

Work stress, perceived social support, self‐efficacy and burnout among Chinese registered nurses

Work stress, perceived social support, self‐efficacy and burnout among Chinese registered nurses

Inclusive Leadership and Taking-Charge Behavior: Roles of Psychological Safety and Thriving at Work

Posttraumatic stress disorder and depression of Chinese medical staff after 2 years of COVID‐19: A multicenter study

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