DOI: https://doi.org/10.14710/nmjn.v16i1.79281

The Role of Psychological Empowerment in Linking Paradoxical Leadership to Nurses’ Workplace Thriving

Mennat Allah G. Abouzeid orcid  -  Nursing Administration and Education Department, College of Nursing, Prince Sattam Bin Abdulaziz University, Saudi Arabia
*Ibrahim Abdullatif Ibrahim orcid scopus publons  -  Department of Nursing Sciences, College of Applied Medical Science, Shaqra University , Saudi Arabia
Open Access Copyright (c) 2026 by the Authors, Published by Department of Nursing, Faculty of Medicine, Universitas Diponegoro
Creative Commons License This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

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Abstract

Background: Paradoxical leadership, characterized by balancing competing yet interrelated managerial demands, such as maintaining managerial control while simultaneously allowing nurses’ professional autonomy, has emerged as a promising leadership approach in complex healthcare environments. However, empirical evidence regarding how paradoxical leadership relates to positive psychological outcomes, such as psychological empowerment and workplace thriving, remains limited in nursing research, particularly within Middle Eastern healthcare contexts.

Purpose: This study examined the association between paradoxical leadership and workplace thriving among nurses and explored the potential mediating role of psychological empowerment.  

Methods: A cross-sectional correlational study was conducted using a convenience sample of 231 nursing staff from three tertiary hospitals. Data were collected through a web-based survey that included the Paradoxical Leadership Behavior Scale, Psychological Empowerment Scale, and Thriving at Work Scale, along with demographic information. Structural equation modeling using the partial least squares approach was applied to examine the hypothesized relationships.

Results: Nurses reported moderate levels of paradoxical leadership (M = 3.12, SD = 0.44), psychological empowerment (M = 4.37, SD = 0.69), and workplace thriving (M = 3.45, SD = 0.45). Paradoxical leadership was positively associated with psychological empowerment (β = 0.720, p < .001) and workplace thriving (β = 0.553, p < .001). Psychological empowerment was also positively associated with workplace thriving (β = 0.336, p < .001). Mediation analysis indicated a significant indirect association between paradoxical leadership and workplace thriving through psychological empowerment (β = 0.241, p < .001), suggesting a partial mediation pattern consistent with the proposed model.

Conclusion: Paradoxical leadership was positively associated with nurses’ workplace thriving both directly and indirectly through psychological empowerment. These findings highlight the potential relevance of leadership practices that balance competing managerial demands in supporting nurses’ positive work experiences. Leadership development initiatives that foster empowering leadership behaviors may help strengthen nurses’ engagement and thriving within healthcare organizations.
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Keywords: Nurses; paradoxical leadership; psychological empowerment; Saudi Arabia; workplace thriving
Funding: The authors extend their appreciation to Prince Sattam bin Abdulaziz University for funding this research work through the project number (PSAU/2025/03/35586).

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Language : EN
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