The correlation between leader–member exchange and organisational commitment among spanish registered nurses: The moderating role of sex and hospital size

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

The Quality of the Supervisor–Nurse Relationship and Its Influence on Nurses’ Job Satisfaction

Background: Leader–Member Exchange theory provides strategic information about how to improve the leader’s role and nurses’ satisfaction on healthcare organizations. Objectives: The main objective of this research was to study the quality of the supervisor–nurse relationship in relation to the nurses’ job satisfaction. This research also analyses how the relationship between Leader–Member exchanges and nurse job satisfaction could be moderated by other variables, such as nurse psychological empowerment, nurse-perceived organizational support and Leader–Leader Exchange. Methods: The sample comprises of 2541 registered nurses who work in public hospitals in the Autonomous Region of Aragon (Spain). Regression analyses were conducted. Results: The statistically significant results demonstrate the influence that the supervisor’s leadership exerts on the job satisfaction of the nurse. Conclusions: The moderating variables (Empowerment, Perceived Organizational Support and Leader–Leader relationship) play an important role explaining the job satisfaction of the nurse. Deepening in these relationships could help us implement precise strategies to improve the nurse organizational commitment and the quality of health care performance