Job Engagement and Employee Voice among Nurses with the Mediating Role of Leadership Style

Job engagement and employee voice are crucial factors in enhancing the quality of care, organizational productivity, and job satisfaction among nurses in high-stress healthcare environments, such as hospitals. In the present study, we aimed to investigate the relationship between job engagement and employee voice among nurses, with an emphasis on the mediating role of leadership style. The study was conducted within the framework of a causal model, and data were collected from 248 nurses working in public hospitals in Tehran using a quantitative method. The data collection tool consisted of three standard questionnaires: the Utrecht Work Engagement Scale for Students (UWES-9), Employee Voice Surveys (EVS), and Multifactor Leadership Questionnaire (MLQ). The data were analyzed using Structural Equation Modeling (SEM) and Smart-PLS software. The findings indicated that job engagement has a positive and significant effect on employee voice. Moreover, transformational leadership style, as a mediating variable, strengthens the relationship between job engagement and employee voice. In contrast, the transactional leadership style did not have a significant mediating effect. These results highlight the importance of nursing managers selecting appropriate leadership styles to encourage and enhance employee engagement and active participation in organizational decision-making. Hence, it is suggested that health policymakers design and employ educational programs to promote transformational leadership and provide opportunities for nurses to be creative, innovative, and active participants in the workplace.