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Speciarization in'-ililH;d _Managemenr

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or Nursing Holy Angel Uniu.rrii.l,

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LUCILA

O:.SUNGA, RN, MPA, MAN

5""

November, 2016

HOLY AI{GEL UNIYERSITY

ROLE OF

AUTHENTIC LEADERSHIP AND AUTHENTIC FOLLOWERSHIP TO

SELF

EFFICACY, WORK ENGAGEMENT, AND

ORGANIZATIONAL COMMITMENT AMONG

NURSES

Lucila O. Sunga, R.N.

Abstract

Authentic leadenhip and authentic followership have been a growing interest of study in leadership in nursing practice. Hence, this study was a response to that interest as it aimecl

to

examine the extent

of

relationship between authentic leadership and authentic followership and their effect

to

self-efficacy, work engagement and organizational commitrnent of nurses. The study design was descriptive and correlational. The 106 nurse leaden and 397 nurse followers were consecutively sampled from different institutions in Tarlac. They were asked to accomplish the Authentic Leader.rhip Questionnaire, ^Self- ITeport Authentieity Inventory, Work Self fficacy ^{Seale, Utrecht} Work Engagement Scale-

9, and Organimfional Commitment Questionnaire. Data were analyzed using descriptive statistics, Pearssn R, and partial least square structural equation modelling. Results oathe shrdy revealed that authentic leadership and authentic followership were significantly related and were both significant predictors

to

self-efficacy, work engagement, and organizational commitrnent. The findings supported the hypothesized model of authentic leadership and followenhip

as

predictors

to

self-efficacy,

work

engagement and organizational commitment. The statistically supported model

^uy r"-Jui

a working model for ieadership and staffdevelopment initiatives.

KEYWORDS: authentic leadership, autltenticfollowership, setf-efficacy, work engagement,

o rgan iz ationa I ^c om m itm en t, nur s es

Professional

mrses at all

levels need

to

have

motivating

stewardship about their

practice arenas

-

^whether

ⁱⁿ

^the

^clinical

^area, education, administration or research, afld be concemed

with

overall excellence

in

those areas (Grossman

& Valiga, 2AB).

Accordingly, recent reports have called

for

strong and positive nursing leadership

to

create and sustain cultures

of

safety found

in

an atmosphere

of

trust (Canadian Nursing Advisory Committee, 2002; institute of Medicine, 2004).

It

has been contemplated that authentic ieadership as the root component of effective leadership necessary in the construct

of

trust and healthier work environment for prornotion

of

patient safety, excellence

in

services, and retention

of

nurses (Avolio

&

Gardner, 20a5;

Kerfoot,

2a06;

Shirey,

2aa6;

wong & cummings,

2009).

in

healthcare, authentic leadership

is

the core

of

small

nunber of

studies (West et al.,

20i5).

ffi,