Relationships Among Authentic Leadership, Manager Incivility and Trust in the Manager

There have been growing concerns about manager incivility toward new graduate nurses which hinders their adaptation to the workplace environment. Manager incivility impairs the relationship between managers and their staff. Furthermore, nursing managers have a significant responsibility to facilitate new graduate nurses\u27 transition into the nursing profession. The purpose of this secondary analysis was to examine the relationships among authentic leadership of managers and new graduate nurses’ experience of manager incivility and their subsequent degree of trust in their managers. Secondary analysis of the baseline data using a non-experimental, correlational design was conducted. A random sample of 1020 new graduate nurses from all 10 Canadian provinces was obtained. The hypothesized model was tested using hierarchical multiple linear regression. Authentic leadership had a negative relationship with manager incivility which in turn was negatively related to trust in manager and overall, the model accounted for 59.9% of the variance in trust. In addition, authentic leadership was positively associated with trust in the manager. The findings supported that authentic leadership may be an effective approach to enhance manager-nurse interactions and authentic managers are less likely to display uncivil behaviour which diminishes trust. Findings may be useful to inform the development of positive and respectful work environments as well as the everyday practice of nurse managers. Keywords: Authentic leadership, manager incivility, uncivil behaviour, trust in the manager, healthy work environment

The impact of Authentic Leadership, Structural Empowerment, Psychological Empowerment, Interpersonal Conflict, and Job Satisfaction on Turnover Intention among Early Career Nurses in Saudi Arabia.

Leadership plays a vital role in the creation and sustainment of healthy work environments that are both structurally and psychologically empowering. Authentic leaders are instrumental in creating the conditions necessary to facilitate such environments for nurses in acute care contexts. By extension, healthy work environments are invaluable to enabling early career nurses (ECN) to focus on providing optimal care to clients in collaboration with their colleagues. Such collegial relationships in practice can support ECNs’ satisfaction in their role and desire to remain in their practice contexts and the nursing profession. A non-experimental, predictive, correlational, cross-sectional survey design study was used to assess the relationship between authentic leadership, structural empowerment, psychological empowerment, interpersonal conflict, job satisfaction, and turnover intention among ECNs (n=215) working at public hospitals affiliated with the Ministry of Health in Saudi Arabia. The hypothesized model was analyzed using structural equation modelling (SEM). The results of this dissertation revealed that authentic leadership had a significant positive effect on structural empowerment and a significant indirect positive effect on psychological empowerment. Authentic leadership also had a significant indirect negative (inverse) effect on interpersonal conflict and a significant indirect and positive effect on job satisfaction. Structural empowerment had a significant direct effect on psychological empowerment and on job satisfaction, and a significant negative (inverse) direct effect on interpersonal conflict. Psychological empowerment was found to be significantly and positively related to interpersonal conflict, job satisfaction, and turnover intention. The results showed that interpersonal conflict had a significant and positive effect on turnover intention, whereas job satisfaction had a significant negative (inverse) effect on turnover intention. The results reinforce the importance of authentic leadership in facilitating structural empowerment, which subsequently fosters psychological empowerment of ECNs working in Saudi Arabia. Findings highlight the influence that authentic leadership could have in reducing interpersonal conflict and increasing ECNs’ job satisfaction through enabling and creating empowering working conditions, which could ultimately support the delivery of quality and safe client care