The impact of transformational leadership on nurses’ work alienation: the chain mediation of organizational climate and psychological empowerment

Abstract

Aims This study, based on social exchange theory, social cognitive theory, and self-determination theory, investigates the link between transformational leadership and nurses’ work alienation. It also examines if organizational climate and psychological empowerment mediate this relationship. Design A cross-sectional correlational study. Methods Between February and April 2026, researchers recruited 1,154 nurses from six hospitals in Shandong Province, China, using convenience sampling. They collected data with validated scales assessing transformational leadership, organizational climate, psychological empowerment, and work alienation. The analysis involved descriptive statistics, correlation analyses, and serial mediation analyses, conducted using SPSS 26.0 and Model 6 of the PROCESS macro (version 4.1). Results Nurses experienced a moderate level of work alienation. There was a negative correlation between transformational leadership and work alienation. Both organizational climate and psychological empowerment mediated this relationship individually. Additionally, they acted together as a chain mediator between transformational leadership and work alienation. Conclusion Transformational leadership had a direct negative relationship with work alienation. Additionally, it was indirectly linked to work alienation through the sequential mediation of organizational climate and psychological empowerment. Implications The findings indicate that nursing managers should adopt transformational leadership behaviors, foster a supportive organizational climate, and enhance nurses’ psychological empowerment to reduce work alienation. These integrated strategies can guide leadership development programs and management practices to improve nurses’ occupational well-being and retention.