The Influence of Empowering Leadership Behaviors of First Line Nurse Managers, Perceived Self-Efficacy, and Innovative Work Behavior on Work Role Performance among Nurses in Private Hospitals
Keywords:
empowering leadership behavior, self-efficacy, innovative work behavior, work role rerformance, private hospitalsAbstract
The purposes of this quantitative research were to examine the path of influence of empowering leadership behavior of first line nurse managers, perceived self-efficacy, and innovative work behavior on the work role performance of professional nurses in private hospitals. The sample consisted of 287 professional nurses in inpatient departments in private hospitals that had been accredited by the Joint Commission International who selected using stratified random sampling. The research tools were questionnaires including the empowering leadership behavior of first line nurse managers, perceived self- efficacy, innovative work behavior, and work role performance questionnaires. The content validities of these tools were 0.95, 0.96, 0.94 and 0.95, respectively. Their reliabilities were 0.96, 0.90, 0.97, and 0.95, respectively. Data were analyzed using descriptive statistics and path analysis.
The results found that empowering the leadership behavior of first line nurse managers had a direct effect on the work role performance of professional nurses and had indirect effects through perceived self- efficacy and innovative work behavior. The model was consistent with the empirical data. It could predict 64% of work role performance. The findings of this study indicate that first line nurse managers in private hospitals should have empowering leadership behavior to enhance nurses’ self-efficacy, innovation in working, and work role performance.
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