The Correlation between Leader–Member Exchange and Organisational Commitment among Spanish Registered Nurses: The Moderating Role of Sex and Hospital Size

Abstract

The role of the supervisor in hospitals is to oversee and encourage the active work participation of registered nurses. In this context, leadership should be focused on the creation of a positive environment for the generation of high-quality care and the development of attitudes that have a beneficial influence on the work of the registered nurse. The aims of this study have been: (i) To verify if the quality of the supervisor–nurse interpersonal relationship was correlated with organisational commitment; (ii) to establish if the correlation could be moderated by empowerment, perceived organisational support, and leader–leader exchange. A cross-sectional survey with self-report questionnaires was performed. A total of 2541 registered nurses from nine public hospitals participated in the study. They completed scales measuring leader–member exchange, commitment, empowerment, perceived organisational support, and leader–leader exchange. There was a positive correlation between the quality of the leader–member exchange and commitment. Leader–leader exchange has a moderating effect on this relationship. The moderating effects of empowerment, perceived organisational support, and leader–member exchange on the supervisor–nurse interpersonal relationship and the nurse’s organisational commitment are influenced by sex and/or hospital size. Organisations should design supervisor training strategies aimed at establishing high-quality supervisor–nurse interpersonal relationships.

Social Exchange Approach and Happiness at Work: Exploring the Mediating Effect of Organizational Commitment

“…Thus, the employees with the highest quality in the reciprocal relationship with their leader perceive a high level of communication, information exchange, interaction, trust, support, respect, and reciprocity (Bauer & Green 1996;Chernyak-Hai & Rabenu 2018;Graen & Uhl-Bien 1995;Liden & Graen 1980) leading them to establish a voluntary link with the organization. These results are consistent with previous studies (Chernyak-Hai & Tziner 2014;Loan et al, 2019;López-Ibort et al, 2020).…”

“…In this context, it argues that there are LMX and TMX effects on organizational commitment. López-Ibort et al (2020), for example, showed that there is a positive correlation between the quality of the leadermember exchange and the organizational commitment. Furthermore, Loan et al (2019) showed that LMX and TMX are directly related to organizational commitment and that the relationship with the leader is their best predictor.…”

“…There is empirical evidence that proves the positive predictive effect of LMX on organizational commitment and that the employees´ perceived support of the leader will impact their level of commitment to the organization (Casimir et al, 2014;Ibort et al, 2020;Rashid et al, 2018). Likewise, reciprocal exchange between employees (TMX) has shown a positive relationship with organizational commitment (Chernyak-Hai & Tziner 2014; Loan et al, 2019).…”

Pengaruh Keadilan Organisasi dan Leader Member Exchange terhadap Komitmen Organisasional pada Karyawan

“…Karyawan juga cenderung dapat menerima norma-norma di perusahaan. Penelitian yang dilakukan oleh (Garg & Dhar, 2014;López-Ibort et al, 2020;Nunes & Gaspar, 2017;Sasmita & Supriyadinata, 2019) menunjukkan bahwa leader member exchange berpengaruh terhadap komitmen organisasional. Prisetyadi (2011) menyatakan bahwa hubungan pertukaran antara atasan dan bawahan yang dapat dikarakteristikkan dengan adanya saling percaya, saling menghargai, saling menyukai, dan saling mempengaruhi antara pimpinan dengan bawahan sangat baik.…”

Positive Psychology: Supervisor Leadership in Organizational Citizenship Behaviors in Nurses

“…Third, although the impact of the leader–member exchange on attitudes toward the organization and work has been demonstrated, not as much attention has been paid to variables moderating the results [ 9 , 11 ]. Fourth, few studies on nursing have addressed human relationships within health organizations [ 12 , 13 , 14 , 15 ] Furthermore, most of this empirical evidence only covers the English-speaking world [ 16 ].…”