The Relationship among Nurse Managers’ Foresight Skills, Creativity, Proactivity, and DecisionMaking Abilities

Background: Effective nursing leadership requires more than clinical expertise; it involvesstrategic skills like foresight, creativity, proactivity, and sound decision-making. These competencies areessential for navigating complex healthcare environments. Understanding their interrelationship canenhance leadership effectiveness and patient outcomes. Aim: To explore the relationship among nursemanagers’ foresight skills, creativity, proactivity and their decision-making abilities. Research design: Adescriptive correlational research design. Sample: A convenient sample of 150 nurse managers whoagreed to participate in the research Tools: Demographic data sheet, foresight skills, proactivity,creativity and decision making abilities questionnaires were used. Results: Among 150 nurse managers(85.3% female), proactivity (86.4%) and foresight (81.1%) had the highest mean scores, while decisionmaking scored lowest. Creativity (β = 0.950, p = 0.007) and proactivity (β = 0.602, p = 0.011)significantly predicted decision-making, while foresight was not a significant predictor (β = 0.063, p =0.784). Conclusion: The study concludes that proactivity and creativity significantly predict effectivedecision-making among nurse managers, while foresight skills show limited influence on immediatedecisions. Nurse Managers excel in analytical, logic-based decision-making, but show relative weaknessin areas related to procrastination and impulsiveness. Recommendations: Provide training to enhanceproactivity and creativity as key drivers of effective decision-making. Integrate foresight and futuresthinking into leadership development to support strategic planning and resilience.