Work ethics and its relationship with workplace ostracism and counterproductive work behaviours among nurses: a structural equation model.

BACKGROUND: The organization's work ethics is the cornerstone to promoting positive nurses' behaviours and overcoming counterproductive ones. PURPOSE: The current study aims to explore the relationship between work ethics (WEs) and counterproductive work behaviours (CWB) among nurses and testify to the mediating role of workplace ostracism (WO) in this relationship. METHODS: A descriptive correlational study was conducted in an Egyptian hospital. A convenient sample of staff nurses (N = 369) who agreed to participate in the study answered work ethics, counterproductive work behaviours, and workplace ostracism questionnaires, which were proven to be valid and reliable study measures. Descriptive and inferential statistics were applied, and relationships were presented using structural equation modelling. ETHICAL CONSIDERATIONS: Ethics Committee approval, written informed consent, data privacy and confidentiality, and participants' rights to voluntary participation and withdrawal were maintained. RESULTS: The majority of nurses (78.5%) perceived a high level of work ethics while majority of nurses reporting low levels of counterproductive work behaviours and workplace ostracism (82.25%, 75.75%), respectively. In addition to the negative correlations, the findings revealed that WEs have a significant negative influence on each of CWB (ß - 0.482, p < 0.005) and WO (ß - 0.044, p < 0.005). The regression analysis showed that WEs can negatively predict about 15% of the variance in each of CWB and WO. On the other hand, WO has a positive effect on CWB (ß 0.035, p < 0.021) and mediates the relationship between WEs and CWB. DISCUSSION: Ostracism negatively affects the attitudes of nurses, which in turn results in negative behavioural outcomes (i.e., deviant behaviour). CONCLUSION: It is imperative for the hospital and nurse managers to establish a work environment that fosters support and cultivate work ethics and ethical work climate with the aim of managing negative work behaviours, enhancing nurses' retention and satisfaction, and eventually improving the quality of patient care.

The Relationship Between Authentic Leadership and Nurses' Resilience: A Mediating Role of Self-Efficacy.

Introduction: Authentic leadership has been identified as a style needed to promote quality patient care and nurses' retention. Objective: The objective of this study was to investigate the correlation between the authentic leadership exhibited by nurse managers and the levels of resilience and self-efficacy among nurses. Methods: A descriptive correlational study was conducted in an Egyptian hospital. A sample of convenience nurses (N = 285) completed the Authentic Leadership Inventory, the Connor-Davidson Resilience Scale, and the General Self-Efficacy Scale. The data were analyzed with correlation and structural equation modeling. Results: The highest percentages of nurses (53.33% and 45.96%) perceived their nurse managers as having either moderate or high levels of authentic leadership. The majority of nurses rated themselves as moderately resilient (63.98%, 25.59 ± 6.56) and highly efficacious (76.70%, 30.68 ± 4.95). Furthermore, the analysis conducted using SPSS-AMOS reveals a significant positive association between the variables. Specifically, authentic leadership, along with its constituent components, accounts for approximately 22% of the overall variance observed in nurses' resilience. Additionally, it is shown that these same factors explain approximately 34% of the variance in nurses' self-efficacy. Moreover, the mediating role of self-efficacy was found to explain 49.3% of the variability in nurses' resilience. Conclusion: Nurse leaders should be aware of and implement effective and authentic leadership behaviors and apply tailored strategies for fostering nurses' resilience and self-efficacy to deal with the challenging healthcare environment.