Background: Leader–Member Exchange theory provides strategic information about how to improve the leader’s role and nurses’ satisfaction on healthcare organizations. Objectives: The main objective of this research was to study the quality of the supervisor–nurse relationship in relation to the nurses’ job satisfaction. This research also analyses how the relationship between Leader–Member exchanges and nurse job satisfaction could be moderated by other variables, such as nurse psychological empowerment, nurse-perceived organizational support and Leader–Leader Exchange. Methods: The sample comprises of 2541 registered nurses who work in public hospitals in the Autonomous Region of Aragon (Spain). Regression analyses were conducted. Results: The statistically significant results demonstrate the influence that the supervisor’s leadership exerts on the job satisfaction of the nurse. Conclusions: The moderating variables (Empowerment, Perceived Organizational Support and Leader–Leader relationship) play an important role explaining the job satisfaction of the nurse. Deepening in these relationships could help us implement precise strategies to improve the nurse organizational commitment and the quality of health care performance.

Background: Nurse managers face great challenges in responding to organizational demands. There exists a general mismatch between managerial span of control and the demands of the job post, which can lead to overburdening and attrition. The aim of this review was to identify the effects of the nurse manager span of control on hospital organizations. Methods: An integrative literature review was carried out on nurse manager span of control using the Medline, Embase and Web of Science databases. Results: 21 articles were included. Our findings indicate that the span of control of nursing managers influences outcomes in inpatients, professionals, nurse managers, and the organization. Conclusions: The span of control of each nurse manager must be assessed and adjusted to each case. An appropriate span of control will lead to improved outcomes for stakeholders and the organization as a whole. Implications for nursing management: Tools must be developed and implemented to measure and evaluate the span of control of nurse managers. This study was not registered.

The role of the supervisor in hospitals is to oversee and encourage the active work participation of registered nurses. In this context, leadership should be focused on the creation of a positive environment for the generation of high-quality care and the development of attitudes that have a beneficial influence on the work of the registered nurse. The aims of this study have been: (i) To verify if the quality of the supervisor–nurse interpersonal relationship was correlated with organisational commitment; (ii) to establish if the correlation could be moderated by empowerment, perceived organisational support, and leader–leader exchange. A cross-sectional survey with self-report questionnaires was performed. A total of 2541 registered nurses from nine public hospitals participated in the study. They completed scales measuring leader–member exchange, commitment, empowerment, perceived organisational support, and leader–leader exchange. There was a positive correlation between the quality of the leader–member exchange and commitment. Leader–leader exchange has a moderating effect on this relationship. The moderating effects of empowerment, perceived organisational support, and leader–member exchange on the supervisor–nurse interpersonal relationship and the nurse’s organisational commitment are influenced by sex and/or hospital size. Organisations should design supervisor training strategies aimed at establishing high-quality supervisor–nurse interpersonal relationships.

Introduction: In nursing, identifying factors encouraging positive work attitudes is extremely important since a nurse’s performance directly impacts the quality of the care they provide, and, therefore, their patients’ health. Objective: The main objective of this research is to analyze whether the supervisor–nurse relationship is positively correlated with a nurse’s organizational citizenship behaviors. Thus, we established a main hypothesis as follows: the quality of the supervisor–nurse interpersonal relationship is positively related to the job satisfaction of the nurse, controlled by moderating the effects of psychological empowerment, the perceived organizational support, and leader–leader exchange. Methodology: This is a cross-sectional descriptive study with individuals as the units of analysis. The population studied comprised all the nurses and supervisors working in nine public hospitals in the autonomous community of Aragon (Spain). The sample consisted of 2541 nurses, 192 supervisors, and 2500 paired dyads. Self-report questionnaires were used to ensure workers’ anonymity. The dependent variable was the nurse’s organizational citizenship behaviors; the main independent variable was the supervisor’s leadership; the moderating variables were the nurse’s empowerment, the organizational support the nurse perceived, and the quality of the supervisor–superior relationship. Results: Empirical evidence demonstrates that the quality of the supervisor–nurse relationship is positively correlated with organizational citizenship behaviors. The results also confirm the moderating effect of nurses’ empowerment and of the organizational support they perceive. Discussion: Our research shows how important it is for organizations to establish management practices promoting high-quality nurse–supervisor relationships; thus, hospital management should monitor both the supervisors’ performance and leadership. Conclusions: The quality of the relationship the supervisor establishes with their nurses is vitally important since it is a necessary requirement for beneficial results for the organization as a result of citizenship behavior practice.

The healthcare environment faced by nurses is complex, with high workloads and situations of high comorbidity. The integration of nurses into the work environment is a cause for concern, and improvements are sought for their incorporation into the workforce. The benefits of mentoring programs are described not only for nurses but also for patients with safer practices and benefits for the institution due to the increased commitment of its professionals. A methodological article that illustrates the complete process to design and implement a tutoring program for new nurses in an emergency department is presented. The competency profile required for the figure of tutor was developed, including the steps followed for the development of the program and the structure and phases of which it is composed, as well as the validation of the evaluation instruments of the process. A strength was the participation of experts during the in-depth analysis of the competency profile, as well as in the adaptation of the evaluation items, which endorses the pertinence, relevance, usefulness, and clarity of the content of this program. The transparency in this methodology makes it possible to follow the steps for its reproduction and applicability in other hospitals.

Fundamento. Conocer el número de enfermeras a cargo de las jefas de unidades de Enfermería de los hospitales públicos generales aragoneses y analizar cómo afecta a los comportamientos organizacionales de la enfermera y a la calidad de las relaciones que se establecen con la jefa de unidad. Método. Estudio descriptivo transversal realizado en nueve hospitales públicos. Se evaluó mediante cuestionarios validados los comportamientos laborales de las enfermeras y la calidad de las relaciones de la enfermera con la jefa de unidad y de esta con la enfermera y con su inmediato superior. Se analizó si existía relación entre estas variables y el número de enfermeras por unidad. Resultados. La muestra se compuso de 2541 enfermeras y 192 jefas de unidad. La media del ámbito de control fue de 29 enfermeras (DE = 22,4). Se obtuvieron puntaciones menores al aumentar el ámbito de control en: empoderamiento (p<0,001), satisfacción (p = 0,027), apoyo organizacional percibido (p<0,001) y calidad de las relaciones entre las enfermeras y las jefas de unidad (p<0,001) y de la jefa de unidad con su inmediato superior (p<0,001). No se observaron asociaciones significativas respecto a la intención de rotación, los comportamientos cívicos organizacionales y el compromiso organizacional. Conclusiones. El tamaño del ámbito de control se relaciona con la percepción de los comportamientos organizacionales de las enfermeras, así como con la calidad de las relaciones interpersonales que establecen con la jefa de unidad, indicando la necesidad ajustar el ámbito de control por unidad con el objetivo mejorar la calidad de la gestión de las unidades de Enfermería.