A quest for quality care: Exploration of a model of leadership relationships, work engagement, and patient outcomes

• DOI: 10.1111/jan.14583
• Publication Date: 2020-10-12T07:51:06Z
• Authors: Jenny M. Parr; Stephen Teo; Jane Koziol‐McLain
• Keywords: Work Engagement; Acute care; Survey data collection; Social exchange theory

Abstract Aim To explore the effects of resonant leadership, leader exchange relationships and perceived organizational support on work engagement patient outcomes. Design A cross‐sectional survey design. Methods Data were collected in June July 2016 from 252 nurses clerical staff institutional safety (falls rates) satisfaction (Friends Family Test) New Zealand. analysed with structural equation modelling (SEM). Results The final model was an excellent fit to data (χ 2 (22, N = 252) 39.048, p 0.014). Resonant leadership significantly positively associated at work, perception unit care quality (β 0.28, < 0.001), reduced falls rates −0.14, 0.05) better −0.41, 0.001). direct effect demonstrated 0.20, 0.01). Perceived organization 0.40, 0.001) leader–member 0.46, confirmed antecedents engagement. Work as antecedent nurse 0.21, Where social exchanges exist, mediates these. Three further mediated paths bypassed altogether. Conclusion Existing literature investigating drivers impacts predominantly focuses outcomes rather than findings identify modifiable factors improve experience, safety, ultimately satisfaction. a relational style, is core experience Impact This investigation into real‐world problem for leaders also that focus not always required. improves Nurse should measure, foster, develop practice.