This article explores the humanization of contemporary nursing practice. While the biomedical view considers persons as the composite of parts, thereby supporting the traditional nursing process of prescribing and predicting in order to fix or complete persons, nursing as a reflective practice within the unitary-transformative paradigm instead fosters the wholeness of persons as always complete considering them whole beings. Nursing within a human science perspective is the appreciation of persons as co-actors and experts in their own care. The application of “humanization of caring” process of nursing is illustrated as a transformative model of practice.

Background/Objective: Transformational leadership (TL) by nurse managers is a modifiable organizational factor consistently linked to improved staff outcomes. However, evidence from the Arab Gulf region, particularly the Kingdom of Saudi Arabia (KSA), is limited. This study aimed to assess the relationship between nurse managers’ TL and staff nurses’ intent to stay and determine which TL dimensions predict intent to stay. Methods: A cross-sectional online survey was conducted among staff nurses at a three-hospital academic medical city in Riyadh, KSA. A total of 523 eligible respondents successfully completed the survey, utilizing probabilistic cluster sampling to guarantee representation from various nursing units within the medical city. Nurse managers’ TL was assessed across five dimensions by using the multifactor leadership questionnaire, and staff nurses’ intention to stay was measured using intent to stay scale. Descriptive statistics summarized the respondents’ demographic profile, nurse managers’ TL and staff nurses’ intent to stay. Normality was evaluated using Shapiro–Wilk and Kolmogorov–Smirnov tests. Relationships were examined using Spearman’s rank correlation, and multivariable ridge regression modeled the predictive contributions of the overall TL and its five dimensions to intent to stay. Results were considered significant if p < 0.05. Results: Nurse managers’ TL exhibited a positive association with staff nurses’ intention to stay in their current positions (r = 0.22, p < 0.001). Moreover, every dimension of TL demonstrated a strong positive relationship with the intent to stay (all p-values < 0.001). Multivariable ridge regression analysis revealed that the overall TL was a significant predictor of the intent to stay (β = 0.13, p < 0.001). Conclusions: The findings corroborate prior evidence linking TL to retention intentions. This underscores the practical salience of leadership competencies and attributes of nursing leaders, particularly TL, which recognizes the individual needs of staff nurses. This recognition subsequently fosters retention intentions, cultivates supportive nursing work environment, and enhances overall organizational success.

Background: As the world becomes increasingly multicultural, the demand for a diverse nursing workforce rises to provide equitable and high‐quality patient care. However, limited research has been conducted on these dynamics within the multicultural healthcare landscape of the Gulf region, especially in Qatar. Therefore, examining Qatar’s multicultural workforce and the diversity interaction among nurses is essential to fill this research gap. Aim: This study explored the experience of nurses and their level of interaction with a diverse workforce in a multicultural healthcare setting. Method: Sequential exploratory mixed‐methods research was conducted at a tertiary maternity facility in Doha, Qatar. In Phase I, a survey was performed with 735 nurses using the Workforce Diversity Questionnaire II, followed by focus group discussions with 10 nurses from April to June 2024. Results: The findings revealed that nurses rated highly across all domains of workforce diversity interaction. The level of interaction is influenced by age, nationality, clinical experience, diversity of patient interactions, and the length of residency in a diverse community. While there were key barriers, some factors facilitated workforce diversity interaction. Implications for Nursing Management: This study recommends the development of training programs that focus on essential competencies for nurses to enhance their performance in diverse work settings. Further investigations are also recommended to assess the impact of these competencies and training programs to patient outcomes and organizational performance.

Background: The importance of evidence-based practice (EBP) is well recognized, yet its implementation remains challenging across healthcare systems, especially in low- and middle-income countries, where resource constraints, workforce turnover, and organizational barriers can hinder practice change. The traditional approach to implementation has focused on training, guidelines, and leadership support; however, these strategies do not always sustain frontline staff engagement. Objective: This descriptive case study examined how social movement strategies supported a multi-year EBP implementation initiative within a Philippine academic–clinical partnership. Methods: Program documents, training records, implementation reports, curriculum materials, and internal records of guideline-related activities were reviewed. Data were organized using the Social Movement Action Framework, with attention to preconditions for change, social movement mechanisms, and implementation outcomes. Results: The initiative included champion training, guideline integration, awareness activities, academic–clinical collaboration, and practice-focused implementation efforts related to breastfeeding, vascular access device management, and pressure injury prevention. These activities provided observable process indicators of stakeholder engagement, shared ownership, and continued use of guideline-informed practices. Conclusions: Social movement strategies may offer a useful complementary lens for understanding how EBP implementation gains momentum in real-world healthcare settings. Additional studies should explore their relationship to implementation outcomes and clinical care processes.