Leader-Member Exchange (L-MX) Style of first-line Nurse Managers and its relationship with Work Engagement from Nurses’ Perspective | ||||
| Alexandria Scientific Nursing Journal | ||||
| Volume 27, Issue 3, September 2025, Page 236-251 PDF (279.09 K) | ||||
| Document Type: Research articles | ||||
| DOI: 10.21608/asalexu.2025.450091 | ||||
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| Authors | ||||
| Eman Mahmoud Saad Mohamed Elzeny* 1; Fatma Mohamed Baddar2; Heba Mohamed ALanwer Ali Ashour3 | ||||
| 1, First line Nursing Manager of Neonatal intensive care unit Police Hospital, Alexandria, Egypt | ||||
| 2, Professor Nursing Administration, Faculty of Nursing, Alexandria University | ||||
| 3, Assistant Professor Nursing Administration, Faculty of Nursing, Alexandria University. | ||||
| Abstract | ||||
| Background: The Leader-Member Exchange (LMX) is one of the most prominent theories that deal with the dual relationship between a leader and subordinates. It has gained a lot of attention from researchers because of its consequences on employees’ work engagement. Aim: The study aimed to identify the leader-member exchange (LMX) style of first-line nurse managers (FLNMS) and its relationship with work engagement from nurses’ perspective. Setting: The study was conducted at Alexandria’s main university hospital in all intensive care units (N=15), and critical care units (N=10). Subjects: All nurses (n = 300) working at Intensive care units (N=230) and critical care units (N=70) who have direct contact with patients, provide direct and indirect care to them, with work years of experience not least one year. Tools: Two tools were used to collect the data; the first tool was the Multidimensional Model of LMX (LMX-MDM) to measure nurses’ perception of the leader-member exchange relationship. The second tool was the Utrecht Work Engagement Scale (UWES) to assess the work engagement level among nurses from their perspective. Results: The study findings show a strong positive relationship between employees and managers with a mean and percent score of 80.97 ± 17.71, which significantly influences work engagement. The "Professional Respect" dimension received the highest mean and percent score of (83.25 ± 19.56) followed by the "Loyalty" dimension with a mean and percent score of (80.81 ± 19.47), while the "Contribution" dimension has a slightly lower percent score (79.17 ± 19.45). Also, the overall perception of nurses towards their work engagement was positive, with a mean score of 44.83 ± 6.25 and a mean percent of 81.85 ± 18.40. The mean percentage score for vigor was the highest at 81.08% ± 20.27, followed by the dimensions of dedication and absorption.80.50 ± 19.51. Conclusion: The study underscores the importance of first-line nurse managers' leader-member exchange (LMX) style and its significant relationship with work engagement from the nurses' perspective. This emphasizes the need for nurse managers to cultivate respectful and appreciative relationships with their staff to boost engagement levels. Recommendations: Training nurse leaders in communication and relationshipbuilding skills can help create a more engaging workplace culture, motivating nursing staff to participate in organizational initiatives. | ||||
| Keywords | ||||
| First-line nurse manager; Leader-member exchange; engagement; Nurse perspective work Background | ||||
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