Abstract: The present study seeks to investigate MNOs leadership style and how it influences their compassion competence and their personal level of compassion at work. This is a cross-sectional study carried out from December 2019 to May 2020 using the method of convenience sampling. The study involved 235 MNOs serving in Greek Military Hospitals. A single questionnaire containing Compassion at Work index, Compassion competence scale, and Multifactor Leadership Questionnaire (MLQ-5X), and socio-demographic and professional data, was used for data collection. A total of 400 printed questionnaires were distributed with a response rate of 58.75%. Data analysis was performed using the statistical package SPSS 22.0. The research showed that the transformational and transactional leadership styles coexist in the Nursing Corps of the Armed Forces with an average value of 2.72(SD=0.70)-2.95(SD=0.54) points and 2.47(SD=0.69)-2.74(SD=0.63) points respectively, while the passive style represented a very small percentage with an average subscale value of 0.88(SD=0.61)-0.94(SD=0.63) points. It was also found that both actual compassion at work and compassion ability had improved with the increase of transformational or transactional leadership style characteristics and amelioration of leadership outcome criteria. On the other side, a deterioration of these was observed with the increase of the passive leadership. Specifically, a higher score in the «Intellectual Stimulation» scale was associated with a higher level of compassion at work in the dimension «Experiencing the suffering of others» (p=0.010/SD=0.14), while higher values on the «Laissez-Faire Leadership» scale were associated with less compassion at work in the same dimension (p<0.001/SD=0.13). Also, a higher score on the «Contingent Reward» scale was associated with more compassion at work in the dimension «Takes appropriate action» (p=0.023/SD=0.16). Furthermore, higher values observed in the «Inspirational Motivation», «Individual Consideration» and «Extra Effort» scales were associated with a better communication ability (p=0.035/SD=0.09, p=0.022/SD=0.12, and p=0.042/SD=0.08 accordingly). Finally, a higher score on the «Effectiveness» scale was associated with higher sensitivity (p=0.049/SD=0.08). Teaching appropriate leadership behavior, promoting a culture of compassion, and continuing to train nurses to manage their emotions should be included in the infrastructure of nursing science.

Nurses have experienced several psychological and work-related issues during the COVID-19 pandemic including pandemic burnout and job burnout. The aim of the study was to examine the impact of social support and resilience on COVID-19 pandemic burnout and job burnout among nurses. We conducted a cross-sectional study in Greece. Study population included 963 nurses. We measured social support, resilience, COVID-19 pandemic burnout, and job burnout with the Multidimensional Scale of Perceived Social Support, Brief Resilience Scale, COVID-19 burnout scale, and single item burnout measure respectively. Nurses received high levels of social support, while their resilience was moderate. Additionally, nurses experienced moderate levels of COVID-19 burnout and job burnout. Increased social support (adjusted beta = -0.075, 95% CI = -0.125 to -0.024) and increased resilience (adjusted beta = -0.399, 95% CI = -0.491 to -0.308) were associated with reduced COVID-19 pandemic burnout. We found a negative relationship between social support and job burnout (adjusted beta = -0.263, 95% CI = -0.405 to -0.121). A similar negative relationship was found between resilience and job burnout (adjusted beta = -0.529, 95% CI = -0.785 to -0.272). Social support and resilience can act as protective factors against COVID-19 pandemic burnout and job burnout among nurses. Policy makers should develop and implement appropriate strategies to improve nurses’ social support and resilience since they are the backbone of healthcare systems worldwide.

Workplace bullying is common among nurses affecting negatively several work-related variables, such as job burnout and job satisfaction. However, no study until now has examined the impact of workplace bullying on quiet quitting among nurses. Thus, our aim was to examine the direct effect of workplace bullying on quiet quitting and to investigate the mediating effect of coping strategies on the relationship between workplace bullying and quiet quitting in nurses. We conducted a cross-sectional study with a convenience sample of 650 nurses in Greece. We collected our data during February 2024. We used the Negative Acts Questionnaire-Revised, the Quiet Quitting Scale and the Brief COPE to measure workplace bullying, quiet quitting and coping strategies, respectively. We found that workplace bullying and negative coping strategies were positive predictors of quiet quitting, while positive coping strategies was a negative predictor of quiet quitting. Our mediation analysis showed that positive and negative coping strategies partially mediated the relationship between workplace bullying and quiet quitting. In particular, positive coping strategies caused competitive mediation, while negative coping strategies caused complimentary mediation. Nurses’ managers and policy makers should improve working conditions by reducing workplace bullying and strengthening positive coping strategies among nurses.