Document Type : Original Article
Authors
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1) Lecturer, Nursing Administration, Faculty of Nursing, Mansoura University, Egypt
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2) Lecturer, Nursing Administration, Faculty of Nursing, Fayoum University, Egypt
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3) Assistant professor, Nursing Administration, Faculty of Nursing, Benha University, Egypt
10.21608/ejhc.2025.464073
Abstract
Background: Inclusive leadership significantly predicts workplace belongingness by fostering a respectful, supportive, and open environment where diverse perspectives are valued and integrated. This creates a sense of inclusion, meets employees' fundamental needs for belonging, and leads to stronger trust and identification with the organization. Aim: to find out whether inclusive leadership can be a predictor of social responsibility and workplace belongingness. Design: An exploratory descriptive. Setting: Inpatient medical, surgical, and intensive care units at Benha University Hospital. Subjects: A simple random sample of all available head nurses and staff nurses who met inclusion criteria; their final size was 40 head nurses and 300 staff nurses. Data collection: Three tools were utilized; Inclusive Leadership Scale, Nurses’ Social Responsibility Questionnaire, and Workplace Belongingness Scale. Results: The current study findings reveal that there was a moderate level of inclusive leadership as reported by more than half of head nurses. Also, there was a moderate level of social responsibility as reported by less than three quarters of staff nurses. Additionally, there was a high level of workplace belongingness as reported by nearly two thirds of staff nurses. Conclusion: inclusive leadership can be a significant predictor of nurses' social responsibility and workplace belongingness. Recommendations: Enhancing leadership accessibility via open-door policy and technology-facilitated communication is advocated. Future studies should investigate the long-term impacts of inclusive leadership on nurse retention, job satisfaction, and patient care.
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