Nurses play a vital role in the healthcare system, often serving as the frontline providers of patient care. However, recent studies have shed light on a troubling issue that undermines the wellbeing of nursing professionals and the quality of care they deliver—workplace incivility. A groundbreaking research study, set to be published in BMC Nursing, delves into the psychosocial dynamics among nurses, particularly focusing on the intersection of their perfectionistic self-presentation and the toxic leadership styles of their managers.
The research, spearheaded by Oh et al., presents compelling evidence suggesting that the psychological pressures wheat nurses face can be exacerbated by their own perfectionistic tendencies. Perfectionism in nursing can manifest as a relentless pursuit of error-free practice, which might result in increased anxiety and stress. The study’s authors argue that such self-imposed pressures can cultivate an environment ripe for conflict and incivility, which compromises both employee morale and patient safety.
Parallel to this, the leadership style adopted by nurse managers significantly influences the work environment. Toxic leadership, characterized by manipulation, authoritarianism, and disrespect, can create a culture where employees feel undervalued and unsupported. In this context, the research highlights how managers’ behaviors can precipitate a toxic atmosphere that further fuels incivility among nursing staff. Nurses who perceive their leadership as toxic may be more inclined to engage in uncivil behaviors toward their colleagues, thereby perpetuating a vicious cycle.
Crucially, the study employs a cross-sectional design to explore these relationships more thoroughly. By surveying a representative sample of nurses, the researchers were able to assess the prevalence of perfectionistic tendencies among staff, alongside their experiences with toxic leadership. The findings reveal a stark correlation—nurses who reported higher levels of perfectionistic self-presentation were more likely to experience negative interactions with their managers, which was directly associated with increased workplace incivility.
This research raises critical questions about the sustainability of nursing as a profession. If nurses are driven to meet unrealistic standards of perfection while simultaneously battling toxic leadership, the consequences are likely to extend beyond individual discomfort. Workplace incivility not only harms the nursing staff but can also negatively impact patient care outcomes. Studies have demonstrated that a culture of incivility can lead to increased medical errors and reduced patient satisfaction, posing an alarming risk to healthcare systems.
The authors of this important study argue that addressing workplace incivility requires a multi-faceted approach. Organizations must prioritize the mental health and overall wellbeing of nursing staff, implementing comprehensive support systems that can mitigate the effects of perfectionism and toxic management. Initiatives like professional development programs, peer support networks, and open communication channels could empower nurses to advocate for healthier workplace dynamics and reduce the incidence of incivility.
Moreover, as healthcare organizations grapple with staffing shortages and heightened demand for quality care, the cultivation of a positive workplace culture becomes imperative. The need for transformational leadership within nursing management cannot be overstated. By adopting a more supportive and empathetic approach, nurse managers can foster a climate of respect and collaboration that displaces toxic behaviors.
Furthermore, education on recognizing and addressing perfectionistic tendencies should be part of ongoing nurse training. By equipping nursing professionals with the tools to challenge unrealistic expectations—both from themselves and from their environments—health systems can develop a more resilient workforce capable of thriving amidst challenges.
The implications of the findings from Oh et al.’s study extend beyond the individual level. Hospital administrators and policy makers need to be equally invested in understanding how workplace dynamics can inform broader healthcare delivery outcomes. Policies aiming at improving workplace culture are essential for ensuring quality patient care while simultaneously enhancing nurse retention and job satisfaction.
In conclusion, the findings derived from this cutting-edge research underline an urgent call to action for the entire healthcare community. Addressing the dual challenges of perfectionism and toxic leadership is not merely a matter of improving workplace civility; it is essential for the safeguarding of patient care standards and the nurturing of a healthy workforce in nursing.
The implications of these findings are profound, inviting a reevaluation of both individual and organizational practices within the nursing profession. To move forward, healthcare institutions must engage in transparent dialogues about workplace culture, actively invest in leadership training, and foster a climate where nurses feel safe to express their concerns and advocate for change. Only then can we hope to break the cycles of incivility and champion a healthier, more collaborative healthcare environment.
The work presented by Oh et al. paves the way for advancing the conversation surrounding nursing practices and leadership, providing a crucial framework for understanding and addressing workplace incivility. As the healthcare landscape continues to evolve, it will be those proactive changes that ensure the wellbeing of nursing professionals and the patients they serve.
Subject of Research: The impact of nurses’ perfectionistic self-presentation and toxic leadership of nurse managers on workplace incivility.
Article Title: The impact of nurses’ perfectionistic self-presentation and toxic leadership of nurse managers on workplace incivility: a cross-sectional study.
Article References:
Oh, Y.H., Son, YJ., Jang, S.J. et al. The impact of nurses’ perfectionistic self-presentation and toxic leadership of nurse managers on workplace incivility: a cross-sectional study.
BMC Nurs (2026). https://doi.org/10.1186/s12912-025-04289-x
Image Credits: AI Generated
DOI: 10.1186/s12912-025-04289-x
Keywords: workplace incivility, nursing, perfectionism, toxic leadership, nurse managers, healthcare, psychological wellbeing, organizational culture.
Tags: addressing incivility in nursing careanxiety in nursing practiceconflict in healthcare workplacescreating a supportive work environmentimplications of toxic management stylesnursing leadership and employee wellbeingnursing morale and patient safetyperfectionism in healthcare professionalspsychological pressures in nursingself-imposed pressures in nursingtoxic leadership effects on nursesworkplace incivility in nursing
