Empowering and trustful leadership: impact on nurses’ commitment

Abstract

Purpose – The purpose of this paper is to analyse the impact of workplace empowerment and staff nurses’ perceptions of trustworthiness in their supervisor as determinators of organizational commitment. Design/methodology/approach – Data were collected from 189 nurses working at Portuguese public hospitals. Findings – Results indicate that an empowering work context was significantly predictive of nurses’ affective commitment and on the perceptions of trustworthiness of the supervisor. The employees who understand that they have access to factors of empowerment (formal power, informal power, resources, opportunity, support and information), and feel that they can influence the organization where they work, are in a better position to establish affective connections with the organization, as well as to perceive their supervisor as trustworthy. Research limitations/implications – One limitation relates to the generalization of the study’s findings outside the national context. Practical implications – Organizations must meet the conditions that contribute to increasing the organizational commitment of healthcare professionals when developing policies for human resources since the emotional bond with the organization seems to provide the strength to withstand moments of great difficulties. Originality/value – This research contributes to the understanding of how fostering empowering and trustful leadership will generate positive effects on job attitudes, even in a particularly difficult context of austerity.

The Relationship of Structural Empowerment and Organizational Commitment Among Staff Nurses in Saudi Arabia: A Comparative Correlational Cross-sectional Study

“…In comparison with other forms of organizational commitment among nurses in the present study, structural empowerment appeared to have the strongest partial correlation with affective commitment. This provides additional empirical support to the large body of scholarly papers demonstrating the value of affective organizational commitment as having the strongest and most consistent relationship with desirable organizational outcomes (Freire & Azevedo, 2015;Yang et al, 2014).…”

Structural empowerment is a strong predictor of organizational commitment in nurses: A systematic review and meta‐analysis

“…The initial search revealed 204 studies which after applying the inclusion criteria where reduced to 23, after checking the title, abstract, and full texts (Aggarwal et al, 2018;Ahmad & Oranye, 2010;Chang, Shih, & Lin, 2010;Cho, Laschinger, & Wong, 2006;Choi & Ahn, 2016;Church, He, & Yarbrough, 2018;Cowden & Cummings, 2015;Dahinten et al, 2014;DeCicco, Laschinger, & Kerr, 2006;Eskandari, Siahkali, Shoghli, Pazargadi, & Tafreshi, 2017;Freire & Azevedo, 2015;Ibrahem et al, 2013;Laschinger & Finegan, 2005;Laschinger et al, 2002Laschinger et al, , 2009McDermott et al, 1996;Park, Park, Yom, & Kim, 2006;Smith, Andrusyszyn, & Spence laschinger, 2010;Spence Laschinger, Leiter, Day, & Gilin, 2009;Wilson & Laschinger, 1994;Yang et al, 2014;Yang, Liu, Huang, & Zhu, 2013;Young-Ritchie, Spence Laschinger, & Wong, 2009). One study was further excluded during analysis, because of an extremely small standard deviation (Park et al, 2006).…”

Examining the Mediating Role of Commitment to the Supervisor in Employees’ Affective Commitment: Temporary Employees Versus Permanent Employees

“…Kuvaas and Dysvik (2009) found that investment in temporary employee development was positively related to social exchange, which in turn motivates higher levels of organizational citizenship behavior and task performance. Generally, previous studies have demonstrated the relationship between empowerment and organizational commitment (Baker, 2000;Freire & Azevedo, 2015;Humborstad & Perry, 2011;Jandaghi, Borghei, Matin, & Dastani, 2010).…”

“…Despite the growing importance of commitment to the supervisor, relatively few studies have empirically investigated the consequences of this construct (Chughtai, 2013) and its causes, especially in the context of contract type. Second, the relationship between empowerment and organizational commitment has been extensively studied (Freire & Azevedo, 2015; Humborstad & Perry, 2011). However, the level of empowerment of temporary employees remains unclear.…”