<![CDATA[Introduction: Nurses play a critical role in healthcare systems and are central to organizational effectiveness. Building resilient organizations requires engaging nurses in decision-making and enhancing their autonomy, often achieved through structural empowerment and empowering leadership. This study aimed to examine the relationship between structural empowerment, years of managerial experience, and resistance to change among nurses in leadership roles. Methods: A cross-sectional descriptive correlational design was employed, involving 148 nurses in formal or acting leadership positions, including nursing managers, head nurses, and supervisors, at a university hospital in Riyadh. Participants were selected using convenience sampling. Data were collected using the Conditions for Work Effectiveness Questionnaire II (CWEQ-II) and the Resistance to Change (RTC) scale. Statistical analyses included descriptive statistics, Pearson correlation, ANOVA, and multiple regression. Results: Perceived structural empowerment significantly explained variation in resistance to change (p = 0.042), indicating that higher perceived structural empowerment was associated with lower resistance to change. In contrast, years of experience did not show a significant association with resistance to change (p = 0.109). Conclusions: Structural empowerment plays a key role in reducing resistance to change among nurse leaders by enhancing access to information, resources, and support. These findings underscore the importance of empowerment-based leadership strategies to promote adaptability in dynamic healthcare environments. Future studies should include diverse settings and examine additional organizational factors to improve generalizability.]]>
