ABSTRACT
AIMS: To explore the association between nurse managers' paternalistic leadership and nurses' perceived workplace bullying (WPB), as well as to examine the mediating role of organizational climate in this association. BACKGROUND: There is a lack of empirical evidence regarding the relationship between nurse managers' paternalistic leadership, organizational climate and nurses' perceived WPB. Clarifying this relationship is crucial to understand how paternalistic leadership influences WPB and for nursing managers to seek organizational-level solutions to prevent it. METHODS: A cross-sectional survey was performed from 4 January to 10 February 2022, in six tertiary hospitals in mainland China. Demographic information, Paternalistic Leadership Scale, Organizational Climate Scale and Negative Acts Questionnaire-Revised were used in the survey. Descriptive statistics, Spearman correlation analyses and a structural equation model were used for data analysis. RESULTS: A total of 5093 valid questionnaires were collected. Moral leadership and authoritarian leadership have both direct and indirect effects on WPB through the mediating effect of organizational climate. The former is negatively related to WPB and the latter is positively related to WPB. Benevolent leadership was only negatively associated with WPB via the mediating effect of organizational climate. CONCLUSION: The three components of paternalistic leadership have different effects on WPB through the mediating effect of organizational climate. Nurse managers are recommended to strengthen moral leadership, balance benevolent leadership, reduce authoritarian leadership and strive to create a positive organizational climate in their efforts to mitigate WPB among nurses. IMPACT: This study enhanced our comprehension of the relationship between different leadership styles and WPB. Greater emphasis should be placed on moral leadership in the promotion of nursing managers and nursing leadership training programs. Additionally, nursing managers should focus on establishing a positive organizational climate that helps to reduce WPB. PATIENT OR PUBLIC CONTRIBUTION: No patient or public contribution. This study did not involve patients, service users, caregivers or members of the public.
ABSTRACT
Objective: Exploring the influencing factors of compassion fatigue among midwives to prevent compassion fatigue from occurring and improve their mental health. Methods: A method integrating the quantitative research method and qualitative research method is used. For the quantitative research, a cross-sectional study was carried out. State-run hospitals from three economic areas in China were selected as investigation scope from June 2018 to May 2021. A total of 515 midwives were chosen randomly from three economic areas. SPSS 22.0 was used for data cleaning and statistical description and analysis. The influencing factors of compassion fatigue among midwives were analyzed by fitting these two-level logistic models. For qualitative research, purposive sampling and maximum variation strategy were used to select midwives with mild or above compassion fatigue in the questionnaire survey. Field study and interviews were used to collect data. Results: The results in the quantitative research showed that 515 valid questionnaires were received with 82.14% of midwives whose compassion fatigue were moderate or above. Multilevel statistical model analysis demonstrated that hospital level, children situation, area, working atmosphere, experiences of traumatic delivery, sleep quality, and social support level had impacts on the degree of midwives' compassion fatigue (p < 0.05). The result in the qualitative research showed that 34 midwives were interviewed, and 7 topic ideas were refined. Conclusion: Overall, the incidence of compassion fatigue among midwives is high. Risk factors influencing the degree of midwives' compassion fatigue include lower social support, disharmonious working atmosphere, toddler situation, huge workload, experiences of traumatic delivery, and poor quality of sleep.
