ArticleBMC nursing2025
Toxic leadership and quality of work life: the moderating role of nurses' agility.
Article in BMC nursing, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 5 papers.
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Who cites it
5 citing papers in PubMed.
- Toxic leadership, conscientious intelligence, and quality of nursing work life among registered nurses: A cross-sectional moderation study.International journal of nursing studies advances · 2026Article
- Quiet Quitting and Professional Burnout: Contemporary Challenges for Nursing Leadership.Nursing reports (Pavia, Italy) · 2026Article
- When nursing leadership turns toxic: mediating, amplifying, and buffering effects of emotional exhaustion, job insecurity, and coworker support.BMC nursing · 2026Article
- Association between workplace gaslighting, mental health and work life in nurses: a cross-sectional study in Greece.AIMS public health · 2026Article
- Escaping voluntary confinement: A framework to address Stockholm syndrome in cardiac nursing.ARYA atherosclerosis · 2026Article
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4 authors.
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Abstract
backgroundToxic leadership undermines morale, job satisfaction, and retention among nurses. While previous studies have established its detrimental effects, the moderating role of nurses' agility-a capacity for adaptation and resilience-remains underexplored, especially in the Egyptian healthcare context.
objectiveThis study examines the direct impact of toxic leadership on nurses' quality of work life and explores whether nurses' agility can mitigate these negative effects. DESIGN AND
methodsA cross-sectional, correlational design was used involving 265 full-time nurses across three hospitals in the Beni-Suef governorate, Egypt. Data collection instruments included the Toxic Leadership Scale, the Work-Related Quality of Life Scale, and the Workforce Agility Scale. Statistical analyses involved Pearson's correlation, multiple linear regression, and moderation analysis via Hayes' PROCESS macro.
resultsToxic leadership had a statistically significant negative impact on nurses' quality of work life (r = -0.503, p < 0.001). Conversely, agility was positively associated with both toxic leadership (r = 0.159) and quality of work life (r = 0.425). Moderation analysis showed that nurses' agility significantly buffered the negative effect of toxic leadership on quality of work life (β = 0.0049, p < 0.05).
conclusionToxic leadership erodes nurses' quality of work life, but nurses with high agility experience less deterioration in work satisfaction and well-being. This suggests that agility operates as a protective factor. IMPLICATIONS FOR NURSING & POLICY: Healthcare institutions must address toxic leadership through leadership development programs and should proactively enhance nurses' agility through training in adaptability, stress management, and situational problem-solving. This dual strategy can improve nurse retention and ultimately, patient care outcomes. PATIENT OR PUBLIC CONTRIBUTION: Not applicable. CLINICAL TRIAL NUMBER: Not applicable.
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