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Modelling suggests authentic leadership from managers influences structural empowerment, job satisfaction and self-rated performance among nurses
  1. Jacqueline Leigh
  1. Department of Nursing, Midwifery and Social Work, University of Salford, Manchester, UK
  1. Correspondence to: Dr Jacqueline Leigh, Department of Nursing, Midwifery and Social Work, University of Salford, Frederick Road, Manchester M6 6PU, UK, J.A.Leigh4{at}salford.ac.uk

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Implications for practice and research

  • If more nurse managers/leaders are seen as authentic this will increase the number of nurses who perceive that they have access to empowerment structures in the workplace. This will increase job satisfaction and performance.

  • The creation of future leadership development programmes should enhance the authentic leadership of nurse leaders.

  • Future research should evaluate the impact of a multidimensional approach to leadership development on improving the culture of healthcare organisations.

Context

There is a growing body of evidence linking the transformation of healthcare services with an empowered workforce which is achieved in part through effective leadership. This study by Wong and colleagues …

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