Leader-Member Exchange (L-MX) Style of first-line Nurse Managers and its relationship with Work Engagement from Nurses’ Perspective

Elzeny, Eman Mahmoud Saad Mohamed; Baddar, Fatma Mohamed; Ashour, Heba Mohamed ALanwer Ali

doi:10.21608/asalexu.2025.450091

Leader-Member Exchange (L-MX) Style of first-line Nurse Managers and its relationship with Work Engagement from Nurses’ Perspective

Document Type : Research articles

Authors

¹ , First line Nursing Manager of Neonatal intensive care unit Police Hospital, Alexandria, Egypt

² , Professor Nursing Administration, Faculty of Nursing, Alexandria University

³ , Assistant Professor Nursing Administration, Faculty of Nursing, Alexandria University.

10.21608/asalexu.2025.450091

Abstract

Background: The Leader-Member Exchange (LMX) is one of the most prominent
theories that deal with the dual relationship between a leader and subordinates. It has
gained a lot of attention from researchers because of its consequences on employees’
work engagement. Aim: The study aimed to identify the leader-member exchange
(LMX) style of first-line nurse managers (FLNMS) and its relationship with work
engagement from nurses’ perspective. Setting: The study was conducted at
Alexandria’s main university hospital in all intensive care units (N=15), and critical care
units (N=10). Subjects: All nurses (n = 300) working at Intensive care units (N=230)
and critical care units (N=70) who have direct contact with patients, provide direct and
indirect care to them, with work years of experience not least one year. Tools: Two tools
were used to collect the data; the first tool was the Multidimensional Model of LMX
(LMX-MDM) to measure nurses’ perception of the leader-member exchange
relationship. The second tool was the Utrecht Work Engagement Scale (UWES) to
assess the work engagement level among nurses from their perspective. Results: The
study findings show a strong positive relationship between employees and managers
with a mean and percent score of 80.97 ± 17.71, which significantly influences work
engagement. The "Professional Respect" dimension received the highest mean and
percent score of (83.25 ± 19.56) followed by the "Loyalty" dimension with a mean and
percent score of (80.81 ± 19.47), while the "Contribution" dimension has a slightly lower
percent score (79.17 ± 19.45). Also, the overall perception of nurses towards their work
engagement was positive, with a mean score of 44.83 ± 6.25 and a mean percent of
81.85 ± 18.40. The mean percentage score for vigor was the highest at 81.08% ± 20.27,
followed by the dimensions of dedication and absorption.80.50 ± 19.51. Conclusion:
The study underscores the importance of first-line nurse managers' leader-member
exchange (LMX) style and its significant relationship with work engagement from the
nurses' perspective. This emphasizes the need for nurse managers to cultivate respectful
and appreciative relationships with their staff to boost engagement levels.
Recommendations: Training nurse leaders in communication and relationshipbuilding
skills can help create a more engaging workplace culture, motivating nursing
staff to participate in organizational initiatives.

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