An examination of interaction between transformational leadership and hindrance and challenge stressors for nurses

Building on the job demands-resources model of work engagement, the challenge-hindrance stressor framework, and substitutive-for-leadership theory, we examine the interaction between transformational leadership and job stressors on nurses' work engagement. We distinguish between hindrance stressors and challenge stressors, and provide different theoretical underpinnings for their interaction with transformational leadership. We propose that hindrance stressors and transformational leadership interact in a buffering manner, while challenge stressors and transformational leadership interact in a substitutive manner. Furthermore, we propose a direct link between nurses' work engagement and patient satisfaction at the work-unit level. With a two-wave design, we used survey to collect data from 292 nurses and 522 patients from a general public hospital in China. We tested our hypothesized research model with hierarchical linear modelling. Results showed that workload demands, which was perceived as challenge stressors, substitute for the positive effect of transformational leadership on nurses' work engagement, and that engaged nurses make patients more satisfied. The theoretical and practical implications of our findings are discussed.

Automated summary

Building on existing models and theories, this study examines the interaction between transformational leadership and job stressors on nurses' work engagement. Results show that hindrance stressors and transformational leadership have a buffering effect, while challenge stressors and transformational leadership have a substitutive effect. Additionally, nurses' work engagement is directly linked to patient satisfaction.