Journal of nursing management · 2026
Strategic Planning Perception as a Mediator Between Psychological Resilience and Coping Strategies Among Nursing Staff: Implications for Workforce Resilience.
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Saleh Wafaa Ahmed, El-Sayed Mona Metwally, Elshazly Eman Mohamed Ahmed, Othman Ahmed Abdellah, Mohamed El-Sayed Boshra Karem, Alqarawi Nada, AbdElaal Mohamed Ali Aml
Аннотация
BACKGROUND: Nurses frequently encounter demanding clinical environments that require effective coping to maintain performance and well-being. Psychological resilience has been recognized as a key personal resource that enables nurses to adapt to occupational stress. However, organizational factors, such as nurses' perceptions of strategic planning, may also shape how resilience translates into effective coping strategies.
AIM: This study aimed to examine the mediating role of strategic planning perception in the relationship between psychological resilience and coping strategies among nursing staff.
METHODS: A quantitative cross-sectional correlational design was employed. A nonprobability convenience sample of 379 nurses working at Qena University Hospital, Egypt, participated in the study. Data were collected using the Strategic Plan Perception Scale, the Connor-Davidson Resilience Scale (CD-RISC-10), and the Coping Strategies Inventory Short Form (CSI-SF). Structural equation modeling (SEM) with path analysis was performed using SPSS and AMOS Version 23 to test the hypothesized mediation model while controlling for demographic and work-related variables. Bootstrapped confidence intervals were used to assess the significance of indirect effects.
RESULTS: Psychological resilience showed a significant positive association with coping strategies (β = 0.312, p < 0.001) and strategic planning perception (β = 0.521, p < 0.001). Strategic planning perception was also positively associated with coping strategies (β = 0.213, p < 0.001). Mediation analysis revealed that strategic planning perception partially mediated the relationship between psychological resilience and coping strategies (indirect effect = 0.181, 95% CI [0.016, 0.088], p < 0.001), with the indirect effect accounting for approximately 37% of the total effect.
CONCLUSIONS: Strategic planning perception was identified as an organizational mechanism associated with the relationship between psychological resilience and coping strategies among nursing staff. Both individual psychological resources and organizational planning processes were found to be related to nurses' responses to workplace stress. These findings suggest that integrated approaches simultaneously strengthening personal resilience and enhancing organizational communication and participatory planning may be beneficial.
IMPLICATIONS FOR NURSING MANAGEMENT: Nursing leaders may consider strengthening resilience development initiatives and promoting transparent and participatory strategic planning processes. Enhancing nurses' understanding and involvement in organizational planning may be associated with adaptive coping and contribute to workforce resilience. Future longitudinal research is needed to establish causal relationships and evaluate the effectiveness of integrated interventions targeting both personal and organizational resources.
AIM: This study aimed to examine the mediating role of strategic planning perception in the relationship between psychological resilience and coping strategies among nursing staff.
METHODS: A quantitative cross-sectional correlational design was employed. A nonprobability convenience sample of 379 nurses working at Qena University Hospital, Egypt, participated in the study. Data were collected using the Strategic Plan Perception Scale, the Connor-Davidson Resilience Scale (CD-RISC-10), and the Coping Strategies Inventory Short Form (CSI-SF). Structural equation modeling (SEM) with path analysis was performed using SPSS and AMOS Version 23 to test the hypothesized mediation model while controlling for demographic and work-related variables. Bootstrapped confidence intervals were used to assess the significance of indirect effects.
RESULTS: Psychological resilience showed a significant positive association with coping strategies (β = 0.312, p < 0.001) and strategic planning perception (β = 0.521, p < 0.001). Strategic planning perception was also positively associated with coping strategies (β = 0.213, p < 0.001). Mediation analysis revealed that strategic planning perception partially mediated the relationship between psychological resilience and coping strategies (indirect effect = 0.181, 95% CI [0.016, 0.088], p < 0.001), with the indirect effect accounting for approximately 37% of the total effect.
CONCLUSIONS: Strategic planning perception was identified as an organizational mechanism associated with the relationship between psychological resilience and coping strategies among nursing staff. Both individual psychological resources and organizational planning processes were found to be related to nurses' responses to workplace stress. These findings suggest that integrated approaches simultaneously strengthening personal resilience and enhancing organizational communication and participatory planning may be beneficial.
IMPLICATIONS FOR NURSING MANAGEMENT: Nursing leaders may consider strengthening resilience development initiatives and promoting transparent and participatory strategic planning processes. Enhancing nurses' understanding and involvement in organizational planning may be associated with adaptive coping and contribute to workforce resilience. Future longitudinal research is needed to establish causal relationships and evaluate the effectiveness of integrated interventions targeting both personal and organizational resources.