Effect of Head Nurses’ Authentic Leadership Behavior on Staff Nurses’ Commitment and Work Engagement

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Nowadays, healthcare businesses deal with a number of challenges, including rapid technological advancements and changes. Within a healthcare institution, leadership plays a critical role in managing resources and fostering efficiency and goal achievement. Affective commitment and job engagement have been demonstrated to be significantly predicated by authentic leadership. Aim: To determine the effect of head nurses’ authentic leadership behavior on staff nurses’ commitment and work engagement at Fowa hospital. Design: A descriptive correlational design was utilized. Sample: 225 staff nurses at Fowa hospital. Tools: Three tools were used for data collection namely, Authentic Nurse Leader Questionnaire, Three Component Model of Organizational Commitment Questionnaire (TCM), and Work Engagement Scale. Results: Majority of head nurses perceived fair level of authentic leadership behaviors. The majority of head nurses under study exhibited a moderate degree of organizational commitment. Majority of the nurses had a moderate level of work engagement. Conclusion: The current study concluded there was a highly statistically significant relationship between head nurses’ authentic leadership behaviors, organizational commitment, and work engagement at Fowa hospital. Recommendations: •Implementing an authentic leadership educational program and workshops for all head nurses and whom in a management to raise their competencies regarding their authentic leadership. Changing the hospital policies to place more emphasis on the use of real leadership coaching behaviors as a useful strategy for assisting head nurses in a range of roles.

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