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Nurses’ leadership self-efficacy, motivation, and career aspirations

Karen Cziraki (Arthur Labatt Family School of Nursing, University of Western Ontario, London, Canada)
Emily Read (Faculty of Nursing, University of New Brunswick, Fredericton, Canada)
Heather K. Spence Laschinger (Arthur Labatt Family School of Nursing, University of Western Ontario, London, Canada)
Carol Wong (Arthur Labatt Family School of Nursing, University of Western Ontario, London, Canada)

Leadership in Health Services

ISSN: 1751-1879

Article publication date: 8 December 2017

Issue publication date: 7 February 2018

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Abstract

Purpose

This paper aims to test a model examining precursors and outcomes of nurses’ leadership self-efficacy, and their aspirations to management positions.

Design/methodology/approach

A cross-sectional survey of 727 registered nurses across Canada was conducted. Structural equation modelling using Mplus was used to analyse the data.

Findings

Results supported the hypothesized model: χ2(312) = 949.393; CFI = 0.927; TLI = 0.919; RMSEA = 0.053 (0.049-0.057); SRMR 0.044. Skill development opportunities (ß = 0.20), temporary management roles (ß = 0.12) and informal mentoring (ß = 0.11) were significantly related to nurses’ leadership self-efficacy, which significantly influenced motivation to lead (ß = 0.77) and leadership career aspirations (ß = 0.23). Motivation to lead was significantly related to leadership career aspirations (ß = 0.50).

Practical implications

Nurses’ leadership self-efficacy is an important determinant of their motivation and intention to pursue a leadership career. Results suggest that nurses’ leadership self-efficacy can be influenced by providing opportunities for leadership mastery experiences and mentorship support. Leadership succession planning should include strategies to enhance nurses’ leadership self-efficacy and increase front-line nurses’ interest in leadership roles.

Originality value

With an aging nurse leader workforce, it is important to understand factors influencing nurses’ leadership aspirations to develop and sustain nursing leadership capacity. This research study makes an important contribution to the nursing literature by showing that nurses’ leadership self-efficacy appears to be an important determinant of their motivation to lead and desire to pursue a career as a nurse leader.

Keywords

Acknowledgements

Since the time of writing this article Heather K. Spence Laschinger regrettably died. This study was funded by the Canadian Institutes of Health Research (CIHR) Partnerships for Health Systems Improvement (PHSI) Grant No. PHE-91645 with contributions from the Canadian Health Services Research Foundation Nursing Research Fund, the Ontario Ministry of Health and Long-Term Care, the Alberta Heritage Foundation for Medical Research, the Nova Scotia Health Research Foundation, Health Canada Office of Nursing Policy, la Ministere de al sante et Services Sociaux, Mount Sinai Hospital (Toronto), Capital District Health (Halifax), VON Canada, St. Joseph’s Health Care (London), London Health Sciences Centre, Providence Care and the Registered Nurses Association of Ontario. The authors declare that there is no conflict of interest with the funders.

Citation

Cziraki, K., Read, E., Spence Laschinger, H.K. and Wong, C. (2018), "Nurses’ leadership self-efficacy, motivation, and career aspirations", Leadership in Health Services, Vol. 31 No. 1, pp. 47-61. https://doi.org/10.1108/LHS-02-2017-0003

Publisher

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Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited

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