Aim. To explore the mediating effect of psychological empowerment in the association between transformational leadership and organizational citizenship behaviors in nursing context. Background. Healthcare organizations worldwide are facing unprecedented challenges, necessitating effective leadership strategies to ensure quality patient care and organizational success. Transformational leadership has emerged as a tool to promote positive workplace behaviors, including organizational citizenship behaviors, among nursing staff. However, the mediating role of psychological empowerment in this relationship remains underexplored. Methods. A cross-sectional survey was conducted from March 2023 until August 2023 involving 305 registered nurses at King Khalid Hospital to investigate the relationship among transformational leadership, psychological empowerment, and organizational citizenship behaviors. Validated scales were used to assess these variables. A single mediation analysis was conducted through processing macro version 3.5 model 4. Results. This study found a strong positive association between transformational leadership and both psychological empowerment (r = 0.507, ) and organizational citizenship behaviors (r = 0.445, ) among nursing staff. Additionally, psychological empowerment partially mediated the relationship between transformational leadership and organizational citizenship behaviors, with a significant indirect effect (B = 0.110, CI: 0.058–0.166). Conclusions. Transformational leadership positively impacted nurses’ feelings of empowerment, which then led to higher exhibition of organizational citizenship behaviors. Implications for Nursing Management. Leadership development programs should prioritize the cultivation of transformational leadership qualities and support the psychological empowerment of nursing staff. This approach can enhance organizational effectiveness, foster positive workplace environments, and improve patient outcomes.

Background: In the rapidly evolving healthcare management landscape, technology integration and artificial intelligence utilization play pivotal roles in shaping employee productivity. This research investigates these dynamics within Riyadh Province, Kingdom of Saudi Arabia, focusing on the relationships between technology integration, the use of artificial intelligence in nursing profession, nursing workforce competencies, technological leadership, and employee productivity. Methods: A quantitative approach was employed, involving 329 nurses from five hospitals in Riyadh Province. Partial Least Squares Structural Equation Modeling facilitated comprehensive analysis of direct and indirect relationships among variables. Results: Findings reveal that technology integration significantly enhances nursing productivity, while the use of artificial intelligence initially presents disruptions before yielding productivity gains. Nursing workforce competencies mediate these relationships, emphasizing the critical role of workforce readiness in harnessing technology’s benefits. Surprisingly, technological leadership did not significantly moderate these effects. Conclusions: This research offers vital insights for healthcare organizations, advocating strategic technology integration and workforce development. It underscores the significance of nursing competencies in navigating technological transformations and affirms the enduring importance of leadership in guiding these changes. As healthcare evolves, these findings provide guidance for optimizing technology and artificial intelligence to enhance employee productivity and patient care.

Background: Quality healthcare delivery is contingent upon effective teamwork and a patient safety-focused culture. TeamSTEPPS offers an evidence-based framework that enhances these competencies. However, the impact of TeamSTEPPS on newly graduated nurses, who undergo a significant transitional phase, has yet to be comprehensively explored. Consequently, the objective of this study was to assess the influence of TeamSTEPPS on perceptions of teamwork and patient safety culture among newly graduated nurses. Methods: This study employed a quasi-experimental pretest-posttest design with a single group, utilizing a convenience sample of 132 newly recruited nurses from a university hospital. The participants completed the hospital survey on patient safety culture and the TeamSTEPPS teamwork perceptions questionnaire at three different time points. Results: The impact of the TeamSTEPPS training program was found to be significant, as indicated by the substantial improvement in the mean scores of nurses’ perceptions regarding teamwork and the culture of patient safety across multiple assessments (p < 0.001). The effect size (η2p ≥ 0.14) suggests a large effect, further emphasizing the meaningful impact of the program on the measured outcomes. Conclusions: The study underscores the effectiveness of TeamSTEPPS as a valuable framework for facilitating the seamless transition of newly graduated nurses into the healthcare field. Integrating TeamSTEPPS into nursing training programs can significantly enhance nurses’ perceptions of teamwork and the culture of patient safety. Therefore, it is crucial for nurse managers to implement TeamSTEPPS systematically, aiming to improve teamwork perception and cultivate a patient safety culture among nurses. Furthermore, they should establish mechanisms to ensure the consistent application of these skills over time.

Aim. The studys aim was to examine the relationship between transformational leadership, organizational justice, and nurses quality of work life. Background. There is an increasing emphasis on the welfare of nurses and their influence on healthcare services. There is a dearth of comprehensive studies on the influence of transformational leadership and justice within organizations on work-related quality of life. Understanding these connections is critical for improving workplace dynamics and fostering nurse well-being. Methods. This cross-sectional research included a convenience sample of nurses working in a general hospital. The data were obtained through self-report questionnaires encompassing three reliable and validated scales: the global transformational leadership scale, organizational justice scale, and quality of nursing work-life scale. The data were then analyzed with SPSS 23 and statistical methods (descriptive statistics, Pearson correlation coefficient, and hierarchical linear regression). This study adhered to the STROBE guidelines. Results. A sum of 527 out of 566 nurses responded to the questionnaires (response rate=93.1). The nurses had a high perception of transformational leadership behaviors but had a more moderate view of organizational fairness and the quality of their nursing work life. Transformational leadership was significantly associated with organizational fairness. Also, a positive relationship was found between transformational leadership, justice within organizations, and nurses quality of work life. Conclusions. Nurses who consider their leaders as transformative and have the sense of a fair organizational climate are more likely to have higher levels of quality of work life. Implications for Nursing Management. Nurse managers should strive to develop transformational leadership behaviors and promote organizational justice to enhance the well-being and satisfaction of nurses in their work environments.

Ethical leadership in nursing is pivotal for fostering a transparent workplace culture and encouraging error reporting, a critical behavior for enhancing patient safety. In Saudi Arabia, cultural and organizational factors may influence nurses’ willingness to report errors, making this an essential area of study. This study investigates the correlation between ethical leadership and error reporting behavior, emphasizing the mediating influence of moral courage among nurses in Saudi Arabia. This cross-sectional research used a simple random sampling technique to recruit 269 clinical nurses from four specialized medical centers affiliated with King Abdullah Medical City in Makkah, Saudi Arabia. Data was collected between October and December 2024 using online self-reported questionnaires that included validated scales for ethical leadership, moral courage, error reporting, and demographic information form. This study was conducted in accordance with the STROBE guidelines. Structural equation modeling was used to investigate hypothesized relationships. Ethical leadership significantly impacted error reporting behavior (β = 0.58, p < 0.001) and ethical courage (β = 0.35, p < 0.001). Moral courage was a significant predictor of error reporting behavior (β = 0.30, p = 0.01) and partially mediates the link between ethical leadership and error reporting (β = 0.11, p = 0.01). The total effect of ethical leadership on error reporting behavior was substantial (β = 0.69), with a BC 95% CI of (0.51, 0.89). The findings highlight the critical role of ethical leadership in fostering moral courage and promoting error reporting behavior among nurses. The mediation effect of moral courage underscores the importance of cultivating an ethical work environment that empowers nurses to act with integrity and report errors without fear of retaliation. These insights emphasize the need for nursing managers to prioritize ethical leadership practices and create transparent workplace cultures that enhance patient safety. By addressing cultural and organizational barriers, healthcare institutions in Saudi Arabia can further encourage error reporting, ultimately improving the quality of care and patient outcomes.

Aim. The objective was to investigate the impact of structural empowerment and demographic factors on the psychological empowerment of nurses. Background. The empowerment of nurses plays a crucial role in improving patient care and achieving successful healthcare outcomes. When nurses feel empowered in their work environment, they tend to remain dedicated to their jobs and experience higher levels of job satisfaction and engagement. Methods. This cross-sectional study utilized a convenience sample of 287 nurses recruited from various hospital units, resulting in a response rate of 94.7%. Data were collected through a paper survey consisting of three sections: structural empowerment, psychological empowerment, and demographics. Results. The first hierarchical regression explains 57.0% variance in nurses’ psychological empowerment (F = 78.52, < 0.001). Age (β = 0.37, < 0.01) and structural empowerment (β = 0.69, < 0.001) have a positive influence on nurses’ psychological empowerment. Conversely, having a bachelor’s degree (β = −0.16, < 0.01) had a negative impact psychological empowerment. The second hierarchical regression clarifies the specific aspects of structural empowerment that influences positively on nurses’ psychological empowerment: access to opportunities (β = 0.13, < 0.01), support (β = 0.13, < 0.01), resources (β = 0.35, < 0.001), and informal power (β = 0.12, < 0.01). Conclusion. This study emphasizes the importance of considering demographic variables, such as age and education, in conjunction with structural empowerment to effectively enhance nurses’ psychological empowerment. Implications for Nursing Management. Nursing managers should tailor their empowerment strategies based on the demographic characteristics of their nurses. It is essential to focus on providing nurses with access to opportunities, support, resources, and informal power. These insights provide valuable guidance for nursing managers to enhance nurses’ psychological well-being, job satisfaction, and overall quality of life. Ultimately, this contributes to positive outcomes for patients, nursing staff, and healthcare organizations.