Head Nurses’ Authentic Leadership and Thriving at Work of Nurses in Government University Hospitals
Keywords:Authentic leadership, Thriving at work, Head nurses
Thriving at work affects positive attitudes in self-development which leads to good performance results. The purposes of this correlational study were to explore the perceived authentic leadership of head nurses, thriving at work of nurses, and the relationship between perceived authentic leadership of head nurses and thriving at work of nurses in government university hospitals. The participants, who consisted of 383 registered nurses who had at least one year of experience, were chosen by stratified random sampling. The research instruments consisted of The Authentic Leadership Inventory by Neider & Schriesheim (2011) and the Thriving at Work questionnaire by Porath, Spreitzer, Gibson, & Garnett (2012). The Cronbach’ alpha coefficients were .92 and .72, respectively. Data were analyzed using descriptive statistics and Spearman’s rank-order correlation.
The results of the study revealed the following:
- 1. The authentic leadership of head nurses as perceived by registered nurses in government university hospitals was at high levels.
- 2. Thriving at work of nurses in government university hospitals was at moderate levels with the vitality dimension at moderate levels and the learning dimension at high levels.
- 3. There was a positive relationship between perceived authentic leadership of head nurses and thriving at work of nurses in government university hospitals at a moderate level. There was also a moderate level of positive correlation with vitality and a low level of positive correlation with learning.
These findings could be used by nursing administrators and hospital administrators to formulate strategies to develop head nurses’ authentic leadership and promote thriving at work of nurses in government university hospitals.
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