Change Fatigue, Resilience and Organizational Commitment of Nurses: the Mediating Effect of Leader Embowering Behavior

Abstract

Background: Successful organizational change is an important factor for maintaining sustainable competitive advantage and growth in today‘s rapidly changing healthcare environment. Organizational change influences nurses' reaction to change, which may cause fatigue and exhaustion. Aim: to explore the relationship among change fatigue, resilience, organizational commitment of nurses and leader-embowering behavior. Participants and methods: A stratified random sample of 345 staff nurse working in Zagazig University Hospitals, Egypt. This study used descriptive correlational design; four tools were used to collect the data; Change fatigue scale, Connor-Davision resilience scale, Leader embowering behavior questionnaire and Organizational commitment scale. Results revealed that 48.7% of nurses reported moderate level of resilience. In addition, 55.8 % & 81.4% of nurses reported high levels of organizational commitment and change fatigue, respectively. The highly displayed embowering behavior of nurse leader was coaching for innovative behavior as reported by studied nurses. Moreover, change fatigue was negatively and significantly correlated to resilience, organizational commitment and leader embowering behavior. While resilience was positively and significantly correlated to organizational commitment and leader embowering behavior where p <0.05. Conclusion: leader-embowering behavior is complete mediator in the relationship of change fatigue with resilience and organizational commitment. Recommendation: health care organizations should encourage nurses in management role to study further to empower them in the role of being a manager. Nursing education institutions should include resilience training in the nursing curricula.