Aim To explore challenges facing nurse managers during and beyond coronavirus disease, 2019 (COVID‐19) pandemic and its relation to perceived organizational support. Background When faced with high‐pressure situations like the COVID‐19 pandemic, it is critical that nurse managers be equipped with the support they need to successfully surpass these hard times. Methods Descriptive correlational design was utilized. The study was conduct at different health care settings across Egypt. Convenience sampling technique was employed to recruit (214) nurse managers. Two instruments were used; questionnaire of challenges faced by nurse managers and survey of perceived organizational support. Mann–Whitney test, Kruskal–Wallis test, Spearman's correlation, and regression analysis were utilized. Results The highest percentage of managers reported being faced with high level of challenges. There was a highly statistically significant negative correlation between challenges currently faced by managers and their perception of organizational support. Conclusion The COVID‐19 pandemic had placed additional challenges on nurse managers and these challenges are expected to persist in the future. Higher perception of organizational support minimizes managers' perception of being challenged in times of pandemics. Implications for Nursing Management Better training focused on disaster management, ethical decision making, leading in times of uncertainty, and maintaining well‐being will help nurse managers lead better their teams.

The purpose of this study was to assess nursing staff's work-related problems as perceived by their managers and thereafter develop strategies that would serve as a guide for nurse managers to manage these problems. A descriptive research design was used. The participants included in the study consisted of the following two groups: Group 1—a convenience sample of 150 first-line managers working at three different hospitals; and Group 2—a panel of experts for the Delphi technique, selected using the Snowball sampling technique. Tools for data collection included the following: Tool 1—questionnaire about nursing staff's problems; Tool 2—Delphi technique to develop strategies for managing nursing staff's problems; and Tool 3—opinionnaire format. The recruited first nurse managers were of the opinion that job stress, work overload, conflict, workplace violence, poor performance, staff turnover, demotivation, lack of empowerment, and staff absenteeism were among the common problems faced by staff nurses at work. From the expert panelists’ perspectives, the newly developed strategy in this study was considered valid; the researchers recommend the strategy developed in this study to be universalized in different health care settings and used as a guide for nurse managers.

Frontline nursing managers must possess sufficient political skills to successfully navigate organizational structures and relationships and produce positive results in complex healthcare systems. This study explores the relationship between the political skills and negotiation behaviors of frontline nursing managers. The researchers adopted a quantitative correlational methodology to conduct the study in two selected hospitals with 100 frontline nursing managers determined through convenience sampling. Political Skill Inventory and Negotiation Self-Assessment Inventory were used to assess the political skills of nurse managers and measure the behaviors that they rely on most readily during negotiations, respectively. The study sample had an average level of political skill and relied moderately on compromise during negotiations. There was a strong positive correlation between political skills, accommodation, and collaboration behaviors. Moreover, there was a strong negative correlation between political skills, avoidance, and competition. Further, there was a negative correlation between political skills and compromise behavior of negotiation. Although nursing managers used different negotiation behaviors at different degrees in different situations, they mostly relied on compromise during negotiation. Therefore, hospital administrators should work on improving frontline nursing managers' political skills to improve their negotiation behaviors.

Background and aim: Authentic leadership is relatively a new paradigm that emphasizes leaders' credibility. It can serve the healthcare organization to build an organizational culture that reinforces the healthcare worker in being committed and engaged in work. This study aimed to examine the effect of authentic leadership on staff nurses' affective organizational commitment and work engagement through examining the mediating role of behavioral integrity.Methods: Study design: A descriptive correlational design was used in conducting this study. Setting: The study was conducted at two different hospitals, namely Menoufia University Hospital, and National Liver Institution, Egypt. Sampling: A Convenience sampling of two groups were selected; 64 front-line nurse managers and 320 staff nurses. Tools: Four instruments were used for collecting data; authentic leadership questionnaire, behavioral integrity scale, affective organizational commitment questionnaire, and Utrecht work engagement scale. Spearman correlation (r) and binary logistic regression analysis were used to achieve the study aim.Results: Total behavioral integrity (BI) score was significantly correlated with total authentic leadership (AL) and two of its subscales (internalized moral perspective and balanced processing). Moreover, a significant positive correlation was revealed between the enactment of espoused values at one hand and total authentic leadership and its subscales except for self-awareness. Correlation analysis between BI and organizational commitment revealed a significant positive correlation between the two variables. A significant positive correlation was also found between the BI total and its subscales with work engagement total and its subscales.Conclusions: This study supported the proposition that the relationship between authentic leadership and positive nurses’ outcomes including affective commitment and work engagement is mediated by behavioral integrity.

Background: The COVID-19 pandemic has significantly impacted the nursing team, emphasizing the need for effective emergency risk communication in public health situations. The current study aims to explore the relationship among CERC, managerial support, and nurses’ social capital during recovery the from COVID-19 pandemic. Method: The researchers utilized a descriptive correlational research design. The study was carried out at four large hospitals that provide mainly tertiary health care services. A systemic random sampling technique was adopted to select 839 nurses working at the selected settings. Three instruments were used; Crisis and Emergency Risk Communication, Top management Support, and Nurses’ Social Capital questionnaires. The researchers used Spearman correlation, Mann–Whitney U test, Student t test, analysis of variance, and Kruskal–Wallis tests to analyze collected data. Results: Significant positive correlations were noted between Crisis and Emergency Risk Communication as independent variables, and each of top management support and social capital as dependent variables. Conclusion: COVID-19 pandemic had put significant pressure on nurses’ social capital and their ability to communicate effectively. Thus, focusing on risk communication and managerial support are crucial for keeping staff social capital, especially during health crisis. Implications for Nursing Management: Continuous training centered on risk communication during emergencies and health crises coupled with high managerial support would keep staff nurses’ social capital.