Leader empowering behaviour: relationships with nurse and patient outcomes
Abstract
Purpose: This study aims to test a model examining the impact of leader empowering behaviour on experienced nurses’ self-efficacy, interprofessional collaboration, job turnover intentions and adverse patient outcomes. Design/methodology/approach: Structural equation modelling in Mplus was used to analyse cross-sectional survey data from experienced nurses in Alberta, Ontario, and Nova Scotia, Canada (n = 478). Findings: The results supported the hypothesized model: (164) = 333.021, p = 0.000; RMSEA = 0.047; CFI = 0.965; TLI = 0.959; SRMR = 0.051. Indirect effects were observed between leader empowering behaviour and nurses’ assessment of adverse events and leader empowering behaviour and nurses’ job turnover intentions through interprofessional collaboration. Research limitations/implications: Leader empowering behaviour plays a role in creating collaborative conditions that support quality patient care and the retention of experienced nurses. Practical implications: The findings will be of interest to academic and hospital leaders as they consider strategies to retain experienced nurses, such as nurse manager selection, development and performance management systems. Originality/value: The influx of new graduate nurses to the nursing profession and changing models of care requires the retention of experienced nurses in the workforce. The findings suggest that leader empowering behaviour and interprofessional collaboration are important factors in supporting quality patient care and stabilizing the nursing workforce.
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Five of the selected studies were identified as quantitative cross-sectional studies.
“Five of the selected studies were identified as quantitative crosssectional studies (Cziraki et al. 2020;Labrague et al. 2022;Laschinger and Smith 2013;Regan et al. 2016;Vatnøy et al. 2022).”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Cziraki et al. 2020
Managers' empowering behaviour has a positive relationship with IPC.
“Managers empowering behaviour has a positive relationship with IPC (Cziraki et al. 2020).”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Cziraki et al. 2020
Leader empowering behaviour enhances interprofessional collaboration (β = 0.39).
“Empowering behaviour (β = 0.39)”
From Leadership of Nurses' Interprofessional Collaboration: A Mixed‐Methods Systematic Review (2026) · cites this paper as Cziraki et al. 2020
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- Authors
- Cziraki, K., Wong, C., Kerr, M., & Finegan, J.
- Affiliations
- Western University (CA)
- Venue
- Leadership in Health Services
- Publisher
- Emerald
- Published
- 2020-09-28
- Volume
- 33
- Issue
- 4
- Pages
- 397-415
- ISSN
- 1366-0756 (ISSN-L)
- 1751-1879
- OpenAlex
- W3088399442
- Cited by
- 27
- References
- 71
- Citations by year
- 2026: 4 · 2025: 8 · 2024: 5 · 2023: 7 · 2022: 2 · 2021: 1
- FWCI
- 3.28
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Leadership in health services (publishedVersion)
- PubMed (publishedVersion)
- Topics
- Health Sciences › Nursing › Research and Theory › Nursing education and management
- Health Sciences › Nursing › Leadership and Management › Healthcare Education and Workforce Issues
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- nurse self-efficacy, interprofessional collaboration, turnover intention, adverse clinical outcomes, nurse retention, experienced nurses, nurse managers, nursing leadership, quality of care
- MeSH terms
- Cross-Sectional Studies, Humans, Job Satisfaction, Ontario, Personnel Turnover, Power, Psychological, Quality of Health Care, Surveys and Questionnaires
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