While research on nursing leadership has grown, empirical studies specifically addressing e-leadership in nursing remain scarce. Digitalization offers opportunities to enhance efficiency and flexibility but also necessitates careful management of interpersonal relationships and staff well-being. E-leadership in nursing requires strong interpersonal competencies, organizational support, targeted training, and clear policies, along with a balanced leadership approach. Notably, there is a lack of research on the state of e-leadership in nursing in the postpandemic context.
This study aims to explore the current state of Finnish nurse leaders’ experiences with e-leadership.
A qualitative research design was employed, utilizing individual thematic interviews and inductive content analysis. Fourteen individual interviews were conducted. The Standards for Reporting Qualitative Research (SRQR) checklist guided the reporting process.
The analysis yielded three main categories: (1) E-leadership in nursing is here to stay, (2) a lack of consistent e-leadership practices in nursing, and (3) e-leadership presents challenges for both nurse leaders and staff. Although e-leadership remains under development and lacks clearly defined structures, both nurse leaders and staff demonstrate a willingness to adopt and implement this leadership model. However, organizational support has been insufficient, often leaving nurse leaders to independently develop solutions to the challenges they face.
This study reinforces previous findings on e-leadership in nursing while offering new insights into its current state. E-leadership is a dynamic and evolving practice that requires a delicate balance between digital efficiency and human connection. Despite its challenges, e-leadership presents significant opportunities for the nursing profession, including enhanced flexibility and improved work–life balance.
The findings can inform the development of practical guidelines for implementing e-leadership in nursing and healthcare settings.
To explore internal strategies for communicating and disseminating the implementation of Magnet principles in German hospitals from the perspective of implementation leaders.
A qualitative study.
Between January 2023 and June 2024, 15 semistructured interviews were conducted with 16 participants from six German hospitals participating in the Magnet4Europe project. Data were analyzed using qualitative content analysis, following the COREQ guidelines.
Four major themes emerged: (i) communicating through multiple channels, (ii) choosing effective wording, (iii) leveraging enabling factors for dissemination, and (iv) navigating dissemination challenges. The combination of visual, written, and verbal communication channels, as well as consistent and tailored language, was seen as essential for communicating the implementation of Magnet. Leadership support, contextual adaptation of terminology, and linking Magnet principles to practical applications were perceived as facilitating acceptance. Challenges included difficulties in reaching all target audiences and overcoming staff resistance.
Communication was perceived as playing a vital role in supporting the implementation and dissemination of Magnet and in fostering efforts to embed Magnet principles within the organizational culture.
Effective dissemination of Magnet requires a multifaceted communication approach that combines visual, verbal, and interpersonal strategies. Leadership support, tailored language, staff engagement, and continuous communication were identified as key elements for embedding Magnet principles into daily hospital practice and fostering long-term cultural change.
The process of caring for immigrants is influenced by different cultural elements, and patients and health professionals perceive it differently. The literature often uses the concept of “immigrant patients” as if it comprises a homogeneous and nondiverse group. In this study, we focus on newcomers, since the number of years an immigrant has spent in a country conditions their experience as a patient. Despite being a more vulnerable population, there are few studies on the perspective of newcomers. Given this gap, we aimed to explore the relationship of newcomers with Spanish healthcare professionals and whether the care provided is sensitive and culturally competent from the perspective of newcomers and cultural mediators.
Qualitative study with a socioconstructivist approach based on 18 interviews with newcomers and two focus groups (one with newcomers and one with cultural mediators). Purposive sampling was used to recruit newcomers, while cultural mediators were recruited by convenience sampling. The Charmaz method was applied for data analysis.
Newcomers and mediators point out the cultural insensitivity of health systems in their discourse, clearly expressed by newcomers’ fear of deportation, the perception of standardized care, and the prevalence of formal communication styles. For newcomers, the fear of being deported as an undocumented immigrant is a major reason for not using the health system. Newcomers and cultural mediators agreed that nursing care is standardized but disagreed about cultural issues.
This study detected a fear of deportation and the perception of standardized care when navigating an insensitive healthcare system. Due to growing inequalities, there is an urgent need for the critical self-reflection of the entire health system. Specific interventions, such as developing cultural competence training, revising communication protocols, and including cultural mediators on care teams, are critical to including newcomers’ needs in care practice and reducing inequalities.
Work withdrawal behaviors threaten patients’ safety and care quality. While exploitative leadership is a potential contributor to these negative behaviors, its impact remains underexplored in nursing context. Additionally, the mediating mechanism of moral disengagement in this association is understudied.
This research aimed to investigate the mediating function of moral disengagement in the linkage between exploitative leadership and work withdrawal behaviors, framed by social cognitive and social exchange theories.
This quantitative, cross-sectional study included a convenience sample of 223 nurses recruited from two healthcare settings. Data were collected between February and April 2025 using an online survey comprising three validated and reliable scales in addition to demographic questionnaire. The proposed hypotheses were tested using the partial least square approach.
Exploitative leadership demonstrated a significant positive direct effect on both moral disengagement (β = 0.616, t = 17.798, p < 0.001) and work withdrawal behaviors (β = 0.421, t = 5.592, p < 0.001). Furthermore, moral disengagement had a significant positive effect on work withdrawal behaviors (β = 0.196, t = 2.365, p < 0.05). The indirect effect of exploitative leadership on work withdrawal behaviors, mediated by moral disengagement, was also significant (β = 0.121, t = 2.238, p < 0.05).
This research underscores the critical role of moral disengagement in elucidating how exploitative leadership fosters nurses’ job withdrawal behaviors. These results underscore the need for healthcare organizations to advocate for ethical leadership practices and address processes that compromise nurses’ moral involvement to enhance nurse retention and ensure high-quality patient care.
Nursing home staff turnover remains a concern in long-term care facilities, with implications for job performance, organisational morale and patient outcomes. This study explored the factors influencing intention to leave among nursing home care staff in Singapore and focused on the influence of demographic variables, work environment and job satisfaction.
A cross-sectional survey was employed to collect data from 167 care staff working at two nursing homes in Singapore. Instruments included the Practice Environment Scale of the Nursing Work Index (PES-NWI), Job Satisfaction Survey (JSS) and Intention to Leave Scale (ILS). Data were analysed using descriptive and inferential statistics, including hierarchical multiple regression, to examine relationships between demographic characteristics, work environment, job satisfaction and intention to leave.
The study found a moderate overall intention to leave (mean ILS = 9.18, SD = 2.494). Female staff, mid-career professionals (aged 30–39) and nursing aides exhibited the highest turnover intentions. Job satisfaction, particularly in terms of managerial support and staffing adequacy, emerged as a significant predictor of intention to leave. Work environment factors, especially staffing and resource adequacy, are crucial in turnover intentions.
This study highlights key factors driving turnover intentions among nursing home care staff in Singapore. Interventions to mitigate turnover and improve staff retention are recommended to improve staffing levels, managerial support and career development pathways.
Nurses face numerous challenges in clinical settings that can negatively affect their well-being. Little is known about bedside nurses’ well-being in Saudi Arabia. Therefore, this study explored the well-being of nurses working in Saudi Arabia and identified the contributing factors.
This was a cross-sectional study that utilized convenience sampling. Data were collected from 550 nurses working in the Saudi healthcare sector. The Nurse Well-Being Index was utilized to measure the well-being. Data were analyzed using descriptive statistics, analysis of variance, and logistic regression.
The findings showed that 74.2% of nurses were at an increased risk of poor well-being, with frontline nurses facing a further increased risk of poor well-being (83%). Results showed significant associations between nurses’ well-being and level of education (p = 0.002), workplace (p < 0.001), practice setting (p < 0.001), working region (p < 0.001), bed capacity (p = 0.017), quality of nursing care (p < 0.001), and job satisfaction (p < 0.001). The regression analysis revealed that nurses’ well-being was significantly influenced by years of experience (OR = 0.881, p = 0.027), working region–western region (OR = 2.720, p = 0.031), practice setting–critical care and medical–surgical (OR = 7.492, p < 0.001; OR = 3.222, p = 0.047, respectively), and quality of nursing care (OR = 4.639, p = 0.003).
This study revealed that most nurses were at an increased risk of poor well-being. It also provided insights into various individual, organizational, and job-related factors that contribute to well-being. Future studies are needed to identify different aspects of nurses’ well-being to develop strategies for improving their well-being and reduce burnout and other detrimental health outcomes.
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