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This study aims to test a model examining the impact of leader empowering behaviour on experienced nurses’ self-efficacy, interprofessional collaboration, job turnover intentions and adverse patient outcomes.

Structural equation modelling in Mplus was used to analyse cross-sectional survey data from experienced nurses in Alberta, Ontario, and Nova Scotia, Canada (n = 478).

The results supported the hypothesized model: (164) = 333.021, p = 0.000; RMSEA = 0.047; CFI = 0.965; TLI = 0.959; SRMR = 0.051. Indirect effects were observed between leader empowering behaviour and nurses’ assessment of adverse events and leader empowering behaviour and nurses’ job turnover intentions through interprofessional collaboration.

Leader empowering behaviour plays a role in creating collaborative conditions that support quality patient care and the retention of experienced nurses.

The findings will be of interest to academic and hospital leaders as they consider strategies to retain experienced nurses, such as nurse manager selection, development and performance management systems.

The influx of new graduate nurses to the nursing profession and changing models of care requires the retention of experienced nurses in the workforce. The findings suggest that leader empowering behaviour and interprofessional collaboration are important factors in supporting quality patient care and stabilizing the nursing workforce.

A predictive, nonexperimental design was used to test Kanter's work empowerment theory in a random sample of 412 Canadian staff nurses. Empowered individuals reported higher affective commitment and work satisfaction. Moreover, empowered employees experienced greater organizational trust, which in turn influenced these job attitudes. Since research has shown that affective commitment is related to productivity, our results suggest that fostering environments that enhance perceptions of empowerment will have positive effects on employees and ultimately, enhance organizational effectiveness.

The purpose of the paper is to introduce the special issue that brings together six papers exploring aspects of person‐organization fit.

This overarching paper contextualizes the theme and introduces the selected papers.

The findings in this paper vary according to the core theme of each of the six contributions.

Combined the papers explore new avenues of enquiry in the person‐organization (P‐O) fit domain and showcase international theoretical and empirical work on the P‐O fit construct.

The purpose of this paper is to test a model linking physical therapy (PT) and occupational therapy (OT) practitioners’ perceptions of resonant leadership, structural empowerment and psychological empowerment to their experiences of spirit at work (SAW), job satisfaction and organizational commitment within the Canadian workplace.

The authors tested the model using LISREL 8.80 and survey data from 101 OTs and 169 PTs, randomly selected by the Alberta professional licensing associations. Content analysis of responses to the open-ended comments section provided additional depth and insight.

Analysis of results culminated in minor modifications to the original theoretical model, creating separate PT and OT models. Both models revealed a good fit with the observed data. Several SAW concepts accounted for moderate to large amounts of variance in both PT and OT models, indicating that SAW is a comprehensive workplace outcome.

Theory was derived from business and nursing research literature due to limited rehabilitation research literature. Discussion of OT results must consider the small sample size. This study is initial exploratory research.

Each discipline-specific model provides professionals, health care leaders and policy makers with a rich body of information upon which to base beneficial workplace decisions. SAW will guide leaders in the holistic development and enrichment of the work environment.

This research contributes to the substantive knowledge of the OT and PT disciplines, particularly in the areas of leadership, workplace structural organization and indicators of healthy work environments such as SAW, empowerment, job satisfaction and organizational commitment.