THE INFLUENCE OF AUTHENTIC LEADERSHIP STYLE, ORGANIZATIONAL CULTURE, ORGANIZATIONAL COMMITMENT, ORGANIZATIONAL SUPPORT ON PERCEIVED NURSES ORGANIZATIONAL READINESS FOR CHANGE IN HEALTH CARE ORGANIZATIONS: EXPLORING THE MEDIATING INFLUENCE OF JOB SATISFACTION
By : Nisrein Jaber Alkhatib
Supervisor : Dr. Mahmoud Ogla Al-Husami, Prof.
ABSTRACT
Background: Globally, healthcare organizations are undergoing a continuous process of change. Adapting to these shifts is a crucial step toward successfully transforming healthcare. Readiness for change is viewed as a vital precursor to the successful change process. Perceived organizational readiness for change is a complex phenomenon influenced by both individual and organizational factors. Studies have supported the bivariate relationship between organizational factors (such as authentic leadership, organizational culture, organizational commitment, and organizational support) and organizational readiness for change. Job satisfaction is critical in enhancing the work environment and facilitating organizational change. However, limited literature examined the potential role of job satisfaction as a mediator between organizational factors and perceived nurses' readiness for change.
Purpose: This study examines the potential mediating role of job satisfaction in the relationship between authentic leadership style, organizational culture, organizational commitment, organizational support, and perceived nurses' readiness for change in healthcare organizations.
Methods: A descriptive, cross-sectional correlational research design was employed. A convenience sample of 367 registered nurses was recruited from five selected hospitals across various healthcare sectors in Amman. Data was gathered using a self-administered questionnaire that included sample characteristics, authentic leadership, organizational culture, organizational commitment, organizational support, and job satisfaction instruments. Descriptive and inferential statistics (t-test, ANOVA, Pearson correlation coefficient, hierarchical regression) were used to answer research questions, and Hayes Process Macro was utilized to test the mediation models.
Results: The mediation analysis conducted using Process Macro in SPSS revealed that job satisfaction fully mediated the relationship between organizational culture and nurses' perceived readiness for organizational change. The direct relationship was insignificant (B = .168, p >.05), while the indirect relationship was significant, as evidenced by a confidence interval that does not include zero (B = .458, SE = .0773, 95% CI [0.3130, 0.6170]). Additionally, job satisfaction partially mediates the relationship between authentic leadership, organizational commitment, organizational support, and nurses' perceived readiness for organizational change. The direct relationships were as follows: authentic leadership (B = 0.204, p < .0001), organizational commitment (B = .207, p < .001), and organizational support (B = .147, p < .01). The indirect relationships were identified for authentic leadership (B = .264, SE = .047, 95% CI [.1705, .3604]), organizational commitment (B = .202, SE = .035, 95% CI [.1372, .2784]), and organizational support (B = .252, SE = .041, 95% CI [.1747, .3392]).
Conclusion: The current study found that job satisfaction fully mediated the relationship between organizational culture and perceived readiness for organizational change among nurses in health care settings. In addition, job satisfaction was found to partially mediated the relationship between (authentic leadership, organizational commitment, and organization support) and perceived readiness for organizational change among nurses. The findings of this study provide a comprehensive view of the organizational factors that foster nurse’s readiness to embrace such change in healthcare settings.
Keywords: authentic leadership; job satisfaction; organizational commitment; organizational culture; organizational support; perceived nurse's organizational readiness for change