Leadership in Health Services最新文献

{"title":"The effects of leaders' abusive supervision on employees' work engagement: a moderated-mediation model of employees' silence and employees' proactive personalities.","authors":"Hannah Vivian Osei,&nbsp;Herbert Ofori,&nbsp;Emmanuella Otsen,&nbsp;Theresa Adjei,&nbsp;Lexsee Odoom","doi":"10.1108/LHS-03-2022-0021","DOIUrl":"https://doi.org/10.1108/LHS-03-2022-0021","url":null,"abstract":"<p><strong>Purpose: </strong>This study aims to examine the impact of leaders' abusive supervision on employees' work engagement in the health sector. The study further examined the interactive effect of leaders' abusive supervision and employees' proactive personality on work engagement via employees' silence.</p><p><strong>Design/methodology/approach: </strong>Data were collected from 343 health workers in five hospitals in Ghana. The Hayes Process Macro and AMOS were used to analyse mediation, moderation and moderated-mediation relationships.</p><p><strong>Findings: </strong>The study findings indicate that leaders' abusive supervision has a detrimental impact on employees' work engagement. The study further found that employees' silence did not mediate the relationship between abusive supervision and work engagement. Employees' proactive personalities positively moderated the relationship between abusive supervision and employees' silence.</p><p><strong>Originality/value: </strong>This study advances understanding of how perceived leaders' abusive supervision affects health workers' work engagement. This study contributes to the literature by confirming employees' silence as a pathway linking abusive supervision to work engagement. The study further identifies employees' proactive personality as a moderating variable in the relationship between abusive supervision and employees' silence.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40478547","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Enhancing leadership training in health services - an evidence-based practice-oriented approach.","authors":"Amanda Jane Davies,&nbsp;Irwyn Shepherd,&nbsp;Elyssebeth Leigh","doi":"10.1108/LHS-04-2022-0040","DOIUrl":"https://doi.org/10.1108/LHS-04-2022-0040","url":null,"abstract":"<p><strong>Purpose: </strong>Globally, private and public organisations invest ever increasing amounts of money, time and effort to develop leadership capabilities in current and future leaders. Whilst such investment results in benefits for some, the full value of developmental strategies on offer is not always realised. Challenges inhibiting achievement of full value include struggling to identify learning programs that best fit with the organisational structure, culture, mission and vision and difficulties in maximising engagement of personnel at multiple levels of the management structure.</p><p><strong>Design/methodology/approach: </strong>The purpose of this study is to introduce a pathway for health services to develop and embed simulation-based educational strategies that provide targeted learning for leaders and teams. Aligning this approach to leadership development through presentation of case studies in which the model has been applied illustrates the pathway for application in the health-care sector.</p><p><strong>Findings: </strong>The findings of the approach to leadership development are presented through the presentation of a case study illustrating application of the ADELIS model to simulation-based learning.</p><p><strong>Practical implications: </strong>The ADELIS model, outlined in this study, provides a guide for creating customised and flexible learning designs that apply simulation-based learning, enabling organisations to develop and provide leadership training for individuals, units and teams that is appropriately fit for purpose.</p><p><strong>Originality/value: </strong>The key contribution to health-care leadership development offered in this study is the rationale for using simulation-based learning accompanied by a model and pathway for creating such a pedagogical approach, which embraces the reality of workplace circumstances.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"40408155","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Pandemic priorities: the impact of the COVID 19 pandemic on ethical leadership in the healthcare profession.","authors":"A. Musbahi, Alex Mcculla, J. Ramsingh","doi":"10.1108/LHS-02-2022-0011","DOIUrl":"https://doi.org/10.1108/LHS-02-2022-0011","url":null,"abstract":"PURPOSE\u0000The COVID 19 pandemic has brought into sharp focus the importance of leadership and the ethics of health-care leadership. The purpose of this study is to investigate the impact of COVID 19 on ethical leadership principles using a validated quantitative survey of NHS leaders to compare pre- and post-pandemic ethical leadership principles.\u0000\u0000\u0000DESIGN/METHODOLOGY/APPROACH\u0000This study involved a quantitative survey of NHS \"leaders\". Inclusion criteria included consultants and registrars leading clinical teams, or NHS managers, senior nurses and matrons. The survey was designed as a modification of the Ethical Leadership Questionnaire proposed by Langlois et al. (2013). A modification was made to ask questions from the questionnaire pertaining to before the pandemic and presently. This allowed a comparison of responses and measures of ethical leadership qualities before and after the pandemic. Twenty-three questions were on attitudes pre-pandemic, and 23 were post-pandemic.\u0000\u0000\u0000FINDINGS\u0000A total of 79 responses were received. Responses were divided for analysis into those related to an ethics of care dimension, those related to ethics of justice and those related to the ethics of critique. This study has found significant changes in attitudes of health-care leaders with regards to the ethics of critique. Leaders were more likely post-pandemic to speak out against injustice and unfair practices. Leaders were also more concerned with matters of human dignity as well as understanding how some groups may be privileged. Other ethical principles showed no statistical difference.\u0000\u0000\u0000ORIGINALITY/VALUE\u0000This paper highlights the changes the COVID-19 pandemic has had on leaders' attitudes to ethics.","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48803695","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Transformational leadership practices of nurse managers: the effects on the organizational commitment and job satisfaction of staff nurses.","authors":"Fatma Uslu Şahan, Fusun Terzioğlu","doi":"10.1108/LHS-11-2021-0091","DOIUrl":"https://doi.org/10.1108/LHS-11-2021-0091","url":null,"abstract":"PURPOSE\u0000This study aims to investigate the perception of nurse managers and staff nurses regarding the transformational leadership (TL) style of nurse managers and determine the effects of the TL practices on organizational commitment and job satisfaction of staff nurses.\u0000\u0000\u0000DESIGN/METHODOLOGY/APPROACH\u0000This cross-sectional and descriptive study was conducted with 153 nurses (17 nurse managers and 136 staff nurses) working in a university hospital. Data were collected from participants through a demographic questionnaire, leadership practices inventory (self/observer), organizational commitment scale and job satisfaction scale.\u0000\u0000\u0000FINDINGS\u0000The self-assessment of the TL practices of the nurse managers were more favourable than the assessment of the leadership practices made by staff nurses. The TL practices of the nurse managers accounted for 9% of the total organizational commitment and 24% of the total job satisfaction of the staff nurses.\u0000\u0000\u0000ORIGINALITY/VALUE\u0000The results indicated that leadership practices by nurse managers need to show greater awareness of the effects of these leadership practices on the organizational commitment and job satisfaction of their staff nurses. Hospitals need to consider how they develop, support and encourage because of the positive impact TL has on health priorities and retention of staff.","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46699341","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leading in a time of crisis: exploring early experiences of health facility leaders during the COVID-19 pandemic in Nigeria's epicentre.","authors":"M. Balogun, Festus Dada, Adetola Oladimeji, Uchenna Gwacham-Anisiobi, A. Sekoni, A. Banke-Thomas","doi":"10.1108/LHS-02-2022-0017","DOIUrl":"https://doi.org/10.1108/LHS-02-2022-0017","url":null,"abstract":"PURPOSE\u0000The COVID-19 pandemic has had a disruptive effect on the health system. Health facility leaders were at the forefront of maintaining service delivery and were exposed to varied stressors in the early phase of the pandemic. This study aims to explore the leadership experiences of health facility leaders during the early phase of the COVID-19 pandemic in Nigeria's epicentre.\u0000\u0000\u0000DESIGN/METHODOLOGY/APPROACH\u0000This study conducted an exploratory descriptive qualitative study. To achieve this, 33 health facility leaders of different cadres across primary, secondary, and tertiary levels of the public health care system in Lagos, Nigeria, were remotely interviewed. The key informant interviews were transcribed verbatim and were analysed by using thematic analysis.\u0000\u0000\u0000FINDINGS\u0000The health facility leaders experienced heightened levels of fear, anxiety and stressors during the early phase of the pandemic. They also had genuine concerns about exposing their family members to the virus and had to manage some health-care workers who were afraid for their lives and reluctant. Coping mechanisms included psychological and social support, innovative hygiene measures at health facility and at home, training and staff welfare in more ways than usual. They were motivated to continue rendering services during the crisis because of their passion, their calling, the Hippocratic oath and support from the State government.\u0000\u0000\u0000ORIGINALITY/VALUE\u0000The experiences of health facility leaders from different parts of the world have been documented. However, to the best of the authors' knowledge, this is one of the first studies that specifically report multi-layer leadership experiences of health facility leaders during the early phase of the COVID-19 pandemic in sub-Saharan Africa.","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41976041","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Hegemonic masculinity: representation of women surgeons in leadership positions in Pakistan.","authors":"Rabia Ali, Rabia Sohail","doi":"10.1108/LHS-09-2021-0082","DOIUrl":"10.1108/LHS-09-2021-0082","url":null,"abstract":"<p><strong>Purpose: </strong>Surgery is predominantly a masculine profession worldwide and has largely excluded women in leadership positions. This paper aims to examine the representation of women surgeons in leadership positions in Pakistan.</p><p><strong>Design/methodology/approach: </strong>Data were drawn from larger qualitative research examining the experiences of women surgeons in Pakistani hospitals. The data comprises in-depth interviews with ten doctors working in the Rawalpindi and Islamabad cities. The participants were selected by using the purposive sampling method and data were analyzed using thematic analysis.</p><p><strong>Findings: </strong>This study included participants from diverse surgical specialties from different stages of their career with two having leadership experience. Based on participants' perspectives several factors are responsible for this exclusion of women in leadership positions. The most prominent among these were long working hours for surgical leaders, greater responsibilities assigned to leadership positions, gender stereotypes and work-family conflict. Due to masculine hegemony, women were considered less capable and they were expected to have masculine traits to work as successful leaders. Interestingly, some participants had internalized such stereotypes and showed a lack of interest and lack of capabilities for surgical leadership as evident from their narratives.</p><p><strong>Research limitations/implications: </strong>The findings of this paper are drawn from the perspectives of ten women surgeons working in Islamabad and Rawalpindi cities of Pakistan who were selected using a convenient sampling method. Hence, the results cannot be generalized to the larger population of women surgeons working in other cities of the country. Nevertheless, this study is unique in the sense that it provides useful insight into the experiences of the women surgeons and their perspectives on surgical leadership in Pakistani hospitals. Academically, it contributes to the global debates on surgical leadership by providing empirical evidence from Pakistan.</p><p><strong>Originality/value: </strong>This paper contributes to the larger debates on the under-representation of women in leadership positions in surgery by unveiling the experiences of female surgeons from Pakistan. It calls for the need for structural changes in health management and policy to accommodate women surgeons. Organizational efforts could minimize some hurdles and encourage more women to take on more formal leadership roles. The authors also call for an increasing number of women in surgery to pave the way for creating new leadership opportunities.</p>","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43628480","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Strengthening leadership capacity: an unaddressed issue in Indian healthcare system.","authors":"K. Gulati, A. Singh, S. Gupta, C. Sarkar","doi":"10.1108/LHS-11-2021-0094","DOIUrl":"https://doi.org/10.1108/LHS-11-2021-0094","url":null,"abstract":"PURPOSE\u0000Leadership skills are vital for efficient delivery of health reforms. India, a low- and middle-income country, is transforming its public health care significantly. The health workforce, particularly doctors, however lacks leadership skills. This study aims to highlight the leadership skills gap and raise concerns about how India might achieve its ambitious health reforms in the lack of formal, prospective leadership training for its workforce.\u0000\u0000\u0000DESIGN/METHODOLOGY/APPROACH\u0000This study conducted nine management development programmes between 2012 and 2020 and collected data from 416 (N = 444, 94% response rate) health-care professionals using a questionnaire. Participants were asked to inform leadership challenges that they perceived critical. A total of 47 unique challenges were identified, which were distributed across five domains of American College of Healthcare Executives Competency Assessment Tool (2020). Relevant information was also obtained from review of secondary sources including journal articles from scientific and grey literature and government websites.\u0000\u0000\u0000FINDINGS\u0000Majority of participants (85.36%) had never attended any management training and were from public sector (56.1%). Mean total experience was 18 years. Top 5 challenges were lack of motivation (54.26%), communication (52.38%), contracts management (48.31%), leadership skills (47.26%) and retention of workforce (45.56%). Maximum challenges (29) were in domain of business skills and knowledge, followed by knowledge of health-care environment (9), leadership, professionalism, and communication and relationship management (3 each).\u0000\u0000\u0000ORIGINALITY/VALUE\u0000In absence of the leadership training, senior health professionals particularly doctors in India, suffer leadership challenges. Efforts should be made to strengthen leadership capacity in Indian health-care system to advance the country's ongoing national health reforms.","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41479137","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Modeling the turnover intentions of Thai health-care personnel in pandemic times: moderating role of Covid-19 burnout.","authors":"I. Haq, Apichit Maneengam, S. Chupradit, Chunhui Huo","doi":"10.1108/LHS-11-2021-0090","DOIUrl":"https://doi.org/10.1108/LHS-11-2021-0090","url":null,"abstract":"PURPOSE\u0000Covid-19 cases are rising at a high rate in Thailand. Thailand's administration has formulated many initiatives to combat the spread of coronavirus. However, during a pandemic, health-care workers have a diverse range of tasks that make it more challenging to continue working in hospitals. Consequently, the authors modeled the turnover intentions of health-care personnel to capture relevant psychological aspects of employees during the pandemic. Specifically, this study aims to focused on the moderating role of Covid-19 burnout (CBO) in the relationship between transformational leadership (TL) and job turnover intentions (JTI) with job satisfaction (JS) and knowledge hiding (KH) as mediators.\u0000\u0000\u0000DESIGN/METHODOLOGY/APPROACH\u0000This research collected data using self-administered questionnaire. A two-stage partial least square-structural equation modeling (PLS-SEM) is carried out as an analysis technique to measure the linear relationship among constructs. The study tests hypotheses (direct and indirect effects) using 310 sample size of health-care personnel.\u0000\u0000\u0000FINDINGS\u0000The findings indicated that CBO intensified the JTI of health-care personnel and strengthened the association of JS and KH with JTI during the Covid-19 pandemic. TL had a negative indirect effect on JTI. In addition, JS had a negative impact on JTI.\u0000\u0000\u0000ORIGINALITY/VALUE\u0000The study highlights the importance of TL and JS as ways to reduce or alleviate JTI in health-care personnel during the Covid-19 pandemic in Thailand. Furthermore, CBO and KH can enhance JTI in health-care personnel.","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47650195","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Review DebrIeF: a collaborative distributed leadership approach to \"hot debrief\" after cardiac arrest in the emergency department - a quality improvement project.","authors":"Shobha James, P. Subedi, Buddhike Sri Harsha Indrasena, J. Aylott","doi":"10.1108/LHS-06-2021-0050","DOIUrl":"https://doi.org/10.1108/LHS-06-2021-0050","url":null,"abstract":"PURPOSE\u0000The purpose of this paper is to re-conceptualise the hot debrief process after cardiac arrest as a collaborative and distributed process across the multi-disciplinary team. There are multiple benefits to hot debriefs but there are also barriers to its implementation. Facilitating the hot debrief discussion usually falls within the remit of the physician; however, the American Heart Association suggests \"a facilitator, typically a health-care professional, leads a discussion focused on identifying ways to improve performance\". Empowering nurses through a distributed leadership approach supports the wider health-care team involvement and facilitation of the hot debrief process, while reducing the cognitive burden of the lead physician.\u0000\u0000\u0000DESIGN/METHODOLOGY/APPROACH\u0000A mixed-method approach was taken to evaluate the experiences of staff in the Emergency Department (ED) to identify their experiences of hot debrief after cardiac arrest. There had been some staff dissatisfaction with the process with reports of negative experiences of unresolved issues after cardiac arrest. An audit identified zero hot debriefs occurring in 2019. A quality Improvement project (Model for Healthcare Improvement) used four plan do study act cycles from March 2020 to September 2021, using two questionnaires and semi-structured interviews to engage the team in the design and implementation of a hot debrief tool, using a distributed leadership approach.\u0000\u0000\u0000FINDINGS\u0000The first survey (n = 78) provided a consensus to develop a hot debrief in the ED (84% in the ED; 85% in intensive care unit (ICU); and 92% from Acute Medicine). Three months after implementation of the hot debrief tool, 5 out of 12 cardiac arrests had a hot debrief, an increase of 42% in hot debriefs from a baseline of 0%. The hot debrief started to become embedded in the ED; however, six months on, there were still inconsistencies with implementation and barriers remained. Findings from the second survey (n = 58) suggest that doctors may not be convinced of the benefits of the hot debrief process, particularly its benefits to improve team performance and nurses appear more invested in hot debriefs when compared to doctors.\u0000\u0000\u0000RESEARCH LIMITATIONS/IMPLICATIONS\u0000There are existing hot debrief tools; for example, STOP 5 and Take STOCK; however, creating a specific tool with QI methods, tailored to the specific ED context, is likely to produce higher levels of multi-disciplinary team engagement and result in distributed roles and responsibilities. Change is accepted when people are involved in the decisions that affect them and when they have the opportunity to influence that change. This approach is more likely to be achieved through distributed leadership rather than from more traditional top-down hierarchical leadership approaches.\u0000\u0000\u0000ORIGINALITY/VALUE\u0000To the best of the authors' knowledge, this study is the first of its kind to integrate Royal College Quality Improvement requirements with a collaborative and ","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43111181","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Nurses' authentic leadership and their perceptions of safety climate: differences across areas of work and hospitals.","authors":"M. Mrayyan, Nijmeh Al-Atiyyat, Sami Al-Rawashdeh, Abdullah Algunmeeyn, H. Abunab","doi":"10.1108/LHS-05-2021-0040","DOIUrl":"https://doi.org/10.1108/LHS-05-2021-0040","url":null,"abstract":"PURPOSE\u0000This study aims to compare nurses' authentic leadership and perceptions of the safety climate and concepts association according to different areas of work and types of hospitals.\u0000\u0000\u0000DESIGN/METHODOLOGY/APPROACH\u0000A cross-sectional design was used to conduct this comparative study on 314 Jordanian nurses. The Authentic Leadership Questionnaire (ALQ) and the Safety Climate Survey (SCS) were used.\u0000\u0000\u0000FINDINGS\u0000Nurses in private hospitals were more educated. True leadership was mild. Unit nurses had higher ALQ and subscale mean scores. Armed forces hospitals had the highest ALQ subscales, while governmental hospitals had the lowest. The ALQ mean scores favored military hospitals. Governmental hospitals have a negative safety climate. Unit nurses had a higher SCS mean than ward nurses. Military, governmental and private hospitals are rated the safest. Nurses benefited from higher SCS scores in military hospitals. Nurses' ALQ and safety climate perceptions were moderately positive.\u0000\u0000\u0000RESEARCH LIMITATIONS/IMPLICATIONS\u0000A larger, randomized and equal-sized sample is recommended in future studies to conclude different areas of work and hospitals. It is also recommended to report the confidence interval in further studies using different statistical methods, increasing confidence when interpreting statistical significance variables. Other mediating, moderating and predicting variables could be studied and compared across different areas of work and types of hospitals. Sample characteristics should be handled as confounding variables in the next planned study using various ways to control confounding variables such as randomization, restriction, matching, regression and statistical control. The authors plan to statistically control for the confounding variables by entering them into the regression model. Future studies could investigate safety culture; both safety culture and safety climate are formative and inclusive terms (Experts Insight, 2017).\u0000\u0000\u0000PRACTICAL IMPLICATIONS\u0000This paper fills in the gap in the literature and practice. Authentic leadership is associated with safety climate perceptions and varies across different areas of work and hospitals. Interventions are required to improve safety climate perceptions and promote authentic leadership in all settings and hospitals. Military hospitals ranked the highest in nurses' perceptions of authentic leadership and safety climate.\u0000\u0000\u0000SOCIAL IMPLICATIONS\u0000The current study's favorable association between authentic leadership and safety climate measurement would apply to many high-risk institutions, including public and private hospitals. It becomes necessary to include the impacts of authentic leadership on the safe climate within the nursing curriculum and continuing education courses. This may be put into action by executing a hands-on activity, followed by information and reflection conversations that highlight the link between authentic leadership and safety climate measurement. According to the findin","PeriodicalId":46165,"journal":{"name":"Leadership in Health Services","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2022-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48272736","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}