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Nursing Empowerment Nurses can be empowered in three ways. One of them is education and training in which skill development could ensure that they stay abreast of the best practices and medical advancements in healthcare ( Gottlieb, Gottlieb & Bitzas, 2021). By empowering them through education, their knowledge may be enhanced and their confidence also boosted, hence the ability to make informed decisions and assume more responsibilities such as participating in professional development programs, attending workshops, and pursuing advanced degrees. The second approach is allowing nurses to participate in decision-making. Here, their involvement in decisions about hospital policies and patient care can empower the nursing team, especially by implementing models of shared governance in which they would exhibit a say in matters affecting their work ( Henshall, Jones & Armitage et al., 2022). Through this direction, a sense of responsibility and ownership may be fostered, and also have decisions aligned with the needs of both patients and healthcare providers. By enabling them to have a voice in influencing practices and policies, nurses might feel more empowered and motivated to promote organizational success ( Moura, Camponogara & Santos et al., 2022). The third approach entails mentorship and leadership development. According to Gottlieb, Gottlieb and Bitzas (2021), these programs may prompt nurses to assume leadership roles in clinical environments. Particularly, leadership development may ensure that they are equipped with the needed skills for leading teams, making critical decisions, and advocating for change. Also, a culture of leadership growth and mentorship may enable nurses to progress in their careers and shape positive change in patient care. A leadership theory through which empowerment could be supported is the transformational leadership theory. According to Henshall, Jones and Armitage et al. (2022),

transformational leaders can motivate and inspire their followers to realize personal growth and higher levels of performance. The leaders also tend to advocate for innovation, a collaborative environment, and the empowerment of teams to take initiative. Therefore, this model resonates with nursing due to its emphasis on the criticality of embracing strong relationships, empowering individuals to excel, and promoting continuous learning, with these attributes aligning with efforts to empower nurses ( Moura, Camponogara & Santos et al., 2022). A management theory such as Total Quality Management (TQM) can be used in the workplace to enhance empowerment. This model’s focus is on service or product quality improvement through employee involvement in decision-making while seeking approaches for enhancing processes continuously. In a healthcare context, therefore, TQM is likely to empower nurses by prompting them to discern areas for improvement, assume an active role in quality improvement initiatives, and assume ownership of the care provided ( Gottlieb, Gottlieb & Bitzas, 2021). Indeed, leadership and management theories support leadership and followership in three main ways. One of them is clear communication in which they emphasize the need for leaders to communicate their expectations and vision to their followers, with managers expected to communicate clearly towards organizational goal achievement. Another way in which the theories enhance leadership and followership is empowerment whereby the models emphasize that empowerment and team involvement in key decision-making are the key means through which followers could be motivated and inspired, with empowered followers then contributing to the organization positively. Lastly, the models foster leadership and followership through goal alignment in which their emphasis is on the need for leaders to inspire followers through the

connection of their individual goals to the organization’s broader vision and mission ( Henshall, Jones & Armitage et al., 2022). References Gottlieb, L. N., Gottlieb, B. & Bitzas, V. (2021). Creating Empowering Conditions for Nurses with Workplace Autonomy and Agency: How Healthcare Leaders Could Be Guided by Strengths-Based Nursing and Healthcare Leadership (SBNH-L). Journal of Healthcare Leadership, 13, 169-181. doi: 10.2147/JHL.S221141 Henshall, C., Jones, L., Armitage, C. & Tomlinson, L. (2022). Empowering nurses through inclusive leadership to promote research capacity building: A James Lind Alliance priority setting Partnership in Community Nursing. Journal of Advanced Nursing, 78 (9), 2765-2774. doi: 10.1111/jan.15342 Moura, L. N., Camponogara, S., Santos, J. L. G. D., Gasparino, R. C., Silva, R. M. D. & Freitas, E. O. (2020). Structural empowerment of nurses in the hospital setting. Rev Lat Am Enfermagem , 28:e3373. doi: 10.1590/1518-8345.3915.3373

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