Date of Conferral

5-14-2025

Date of Award

May 2025

Degree

Ph.D.

School

Psychology

Advisor

Dr. Barbara Chappell

Abstract

Despite the U.S. government-funded initiatives, public responsiveness, and antibullying legislation to improve healthcare, leadership bullying behavior remains a serious concern in hospital intensive care units (ICUs). The ICU nursing involves high stress levels and hospital work conditions, which lead to bullying behaviors. When ICU nurse leaders do not participate in work and physical Six Sigma/Lean training, they may develop different perceptions of leaders’ bullying behavior compared to those whose leaders participate in this training. The purpose of this nonexperimental quantitative cross-sectional survey study was to discover any significant relationships between the type of Six Sigma/Lean training (descendant, ascendant, and horizontal) and the moderating effects of Six Sigma/Lean training. Bandura’s social cognitive theory grounded this study. A convenience sample of 99 ICU nurses from a nursing association in southern New York completed the Negative Acts Questionnaire-Revised survey. Multiple linear regression results were not significant on ascendant workplace bullying (F [2, 192] = 1.60, p = .205, R2 = .016). Results were significant on descendant workplace bullying (F [2, 192] = 5.21, p = .006, R2 = .051) and horizontal workplace bullying (F [2, 192] = 3.92, p = .021, R2 = .039). A key recommendation is to improve patient care and safety by addressing ICU nurses’ perceptions of leaders’ bullying behavior at work and physical Six Sigma/Lean training. The implications for positive social change include the potential for healthcare administrators and ICU nurse leaders to address leaders’ bullying behaviors and improve ICU nurses’ efficacy through physical Six Sigma/Lean training that may enhance patient outcomes and organizational effectiveness.

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