Date of Award
Master of Science
Dr. Heather Laschinger
Dr. Carol Wong
The purpose of this study was to test a theoretical model based on Kanter’s theory of workplace empowerment in a sample of Ontario acute care nurses. The relationships among four key variables were explored: leader empowering behaviours, workplace empowerment, nurse-physician collaboration and respect. A cross-sectional correlational survey design was used to obtain data from a random sample of 300 nurses. Overall, acute care nurses perceived both their leaders’ behaviours and their workplaces to be moderately empowering. Nurses felt that they had leaders who expressed confidence in their abilities and fostered their autonomy; however, their leaders did not promote inclusion in organizational decision-making. Nurses reported that the most empowering structure in their workplace was opportunity, and the least, formal power. Nurses perceived their work relationships with physicians to be moderately collaborative and their perceptions of respect overall as moderate. Overall, leader empowering behaviours had both a direct effect and an indirect effect on respect, through structural empowerment and nurse-physician collaboration. The final model revealed a reasonably good fit (x2 = 15.5, df=2, CFI=.92, IFI=.92, RMSEA=.21).
Faulkner, Jayne, "THE RELATIONSHIP AMONGST LEADER EMPOWERING BEHAVIOURS, WORKPLACE EMPOWERMENT, NURSE-PHYSICIAN COLLABORATION AND RESPECT IN ACUTE CARE NURSES" (2008). Digitized Theses. 4413.