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Background <p>Rapid and continuous organizational changes in healthcare systems may increase the risk of change fatigue among nurse leaders, potentially affecting both workforce stability and care quality. However, the heterogeneity of change fatigue and its associated factors among nurse leaders remain insufficiently understood.</p> Aim <p>To identify distinct latent profiles of change fatigue among nurse leaders in a multicenter sample, and to examine factors related to profile membership, particularly job crafting.</p> Methods <p>This multicenter cross-sectional study was included 1,769 nurse leaders recruited from 76 hospitals across Hubei Province, China. This study utilized a self-designed general information questionnaire, the Change Fatigue Scale, and the Job Crafting Scale. A latent profile analysis was conducted on nurse leaders’ change fatigue, and univariate analysis and logistic regression were used to identify the factors influencing the latent profile categories of change fatigue among nurse leaders.</p> Results <p>Change fatigue among nurse leaders was represented by three latent profiles: a low change fatigue-proactive adaptive profile (31.3%), a moderate change fatigue-tolerant adaptive profile (50.5%), and a high change fatigue-maladaptive profile (18.2%). Multinomial logistic regression indicated that health condition, type of hospital, experience of changing employment, income satisfaction, and dimensions of job crafting were correlates of profile membership. Specifically, poorer health condition and lower income satisfaction increased the probability of belonging to the moderate and high change fatigue profiles compared with the low profile (<i>p</i> &lt; 0.01), whereas greater cognitive crafting was linked to a reduced probability of membership in higher fatigue profiles (<i>p</i> &lt; 0.001).</p> Conclusion <p>Nurse leaders generally reported a moderate level of change fatigue. Change fatigue showed clear heterogeneity, indicating that individuals in the moderate and high fatigue profiles warrant particular attention. In addition, change fatigue was negatively related to job crafting, suggesting that enhancing job crafting may help reduce change fatigue among nurse leaders.</p>

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Multicenter analysis of change fatigue and job crafting among nurse leaders in China: latent profiles and associated factors

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年7月8日

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  • Xiaoya Wu,
  • Xinyue Zhang,
  • Mengya Guo,
  • Liu Yuan,
  • Ying Wang

摘要

Background

Rapid and continuous organizational changes in healthcare systems may increase the risk of change fatigue among nurse leaders, potentially affecting both workforce stability and care quality. However, the heterogeneity of change fatigue and its associated factors among nurse leaders remain insufficiently understood.

Aim

To identify distinct latent profiles of change fatigue among nurse leaders in a multicenter sample, and to examine factors related to profile membership, particularly job crafting.

Methods

This multicenter cross-sectional study was included 1,769 nurse leaders recruited from 76 hospitals across Hubei Province, China. This study utilized a self-designed general information questionnaire, the Change Fatigue Scale, and the Job Crafting Scale. A latent profile analysis was conducted on nurse leaders’ change fatigue, and univariate analysis and logistic regression were used to identify the factors influencing the latent profile categories of change fatigue among nurse leaders.

Results

Change fatigue among nurse leaders was represented by three latent profiles: a low change fatigue-proactive adaptive profile (31.3%), a moderate change fatigue-tolerant adaptive profile (50.5%), and a high change fatigue-maladaptive profile (18.2%). Multinomial logistic regression indicated that health condition, type of hospital, experience of changing employment, income satisfaction, and dimensions of job crafting were correlates of profile membership. Specifically, poorer health condition and lower income satisfaction increased the probability of belonging to the moderate and high change fatigue profiles compared with the low profile (p < 0.01), whereas greater cognitive crafting was linked to a reduced probability of membership in higher fatigue profiles (p < 0.001).

Conclusion

Nurse leaders generally reported a moderate level of change fatigue. Change fatigue showed clear heterogeneity, indicating that individuals in the moderate and high fatigue profiles warrant particular attention. In addition, change fatigue was negatively related to job crafting, suggesting that enhancing job crafting may help reduce change fatigue among nurse leaders.