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Article in European Journal of Investigation in Health Psychology and Education · December 2019
DOI: 10.3390/ejihpe10010021
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4 Department of Management Sciences, University of Lahore, Sargodha 40100, Pakistan;
[email protected]
* Correspondence: [email protected]
Abstract: This study proposed that the transformational style of nursing staff supervisors inculcate
commitment amongst nurses. Moreover, psychological empowerment and psychological well-
being were posited as multiple meditators in the above-mentioned association, based on the tenant
of conservation of resource (COR) theory. The authors have collected the survey data from the
sample of (n = 299) hospital nurses working in Sargodha district of Pakistan. The bootstrap results
have supported the direct, as well as indirect relationships. These findings imply that when the
nursing staff perceives their leader as transformational, their psychological empowerment is
enhanced, and they have higher well-being, which in turn increases their commitment to their
hospitals. This study offers a better understanding of psychological states that mediate
transformational leadership and organizational commitment linkage.
1. Introduction
Nursing is considered as the central component of the healthcare sector in all parts of the world.
However, in a developing country like Pakistan, it has a significant contribution to health care.
Pakistan’s estimated population is over 200 million, making it the fifth most populated nation in the
world. More than half of the people do not have access to essential health and educational facilities.
The availability of nurses is insufficient to meet the requirement of healthcare. Although nurse to
population ratio improved from 1:32,000 in 1960 to 1:5199 by 1997 [1], it is still very low, compared
to developed nations. Improvement in quality of patient care is a primary goal of health care
organization [2]. Nurses’ commitment to their hospitals is critical for the maintenance of high-quality
safety and health care environment [3]. Because nurses work closely with patients in hospitals, their
commitment to their hospital is highly crucial for quality assurance. The term “organizational
commitment” refers to the attachment between employee and organization [4]. According to [5],
committed employees put more effort into achieving organizational goals and objectives. Also,
organizational commitment has been associated with several employee attitudes and behaviors, for
instance, job performance [6], job satisfaction [7] and job turnover [8].
at work is yet another important resource that employee’s value, and it enhances their capacity to be
retained and have a high attachment to the organization [35].
Our proposed model focuses on the examination of the nexus between transformational
leadership, psychological empowerment, and organizational commitment, described in Figure 1.
This study helps to understand the black box between transformational leadership and
organizational commitment in the nursing sector. The proposed model suggests that
transformational leadership stimulates psychological empowerment and psychological well-being,
which in turn influence nurses’ organizational commitment.
H1. There is a positive relationship between transformational leadership and organizational commitment.
Eur. J. Investig. Health Psychol. Educ. 2019, 1 265
H4. Psychological empowerment mediates the link between transformational leadership and organizational
commitment.
Nielsen et al. [69] argue that transformational leaders enhance self-efficacy in employees and
increase trust in management, which results in higher psychological well-being. Also, researchers
have proclaimed a substantial positive link among well-being and employee outcomes, such as
organizational commitment [70]. Hence, we expect a positive relationship between psychological
well-being and organizational commitment. As a result, we hypothesize:
H7. Psychological well-being mediates the link between transformational leadership and organizational
commitment.
3. Methodology
3.2. Measures
4. Results
Variables Mean S. D 1 2 3 4 5 6 7
1. Gender 1.475 0.500 1
2. Marital status 1.351 0.493 0.213** 1
3. Age 2.063 0.934 0.072 0.213** 1
4. Transformational
4.164 1.541 −0.043 0.018 −0.068 1(0.703)
leadership
5. Psychological
2.571 0.741 0.014 0.064 0.011 0.575** 1(.863)
empowerment
6. Psychological well-
2.555 0.691 −0.009 −0.019 −0.007 0.621** 0.696** 1(.792)
being
7. Organizational
2.570 0.783 0.010 0.019 0.019 0.529** 0.674** 0.617** 1(0.766)
commitment
Notes: ** Significant level. p < 0.01, N = 299.
Two-factor model (combining TL, PE and PWB) 1672.92 0.734 0.695 0.101
One factor model (combining all items into one factor) 1929.31 0.685 0.624 0.129
Notes: TL = Transformational leadership, PE = Psychological empowerment, PWB = Psychological
well-being, OC = Organizational commitment.
transformational leadership and psychological well-being (B = 0.2783, p < 0.001). Hence, the fifth
hypothesis, H5, is accepted. Next, significant and positive effects of psychological well-being and
organizational commitment were noticed (B = 0.5322, p < 0.001). This supports the sixth hypothesis
H6, and the third condition of mediation are supported. Fourth, a significant positive link between
transformational leadership and organizational commitment has been reduced substantially and has
become (B = 0.1205, p < 0.001). So H7 is partially supported. The indirect effect of transformational
leadership on organizational commitment was also found to be significant (Sobel Z = 0.1481, p <
0.001). As the bootstrap result on a 95% level of confidence for all confidence intervals did not contain
zero (LLCI = 0.0993, ULCI = 0.1930). Hence these results also support our seventh hypothesis, H7.
5. Discussion
The present study observed the link of transformational leadership with organizational
commitment through the underlying role of psychological empowerment and well-being. We aimed
to extend the general positive effect of the transformational leadership style of nursing staff
supervisors on the commitment of nurses working in the context of the targeted population. The
results of our study generated important findings based on the COR theoretical lens.
First of all, the direct association of transformational leadership and organizational commitment
was supported, based on the results. Leadership, in general, is considered as an antecedent of
organizational commitment. Specifically, transformational leadership is found to be a precursor of
organizational commitment in broad organizational and cultural settings [11]. The study found a
positive relationship between transformational leadership and organizational commitment, which is
consistent with previous findings [11,78,79]. Transformational leaders can induce commitment in
their followers by inspiring them, promoting and supporting innovation, giving individual
consideration, and modeling the desired behaviors. As per the COR perspective, leaders provide
resources to followers that are necessary to engage in positive organizational outcomes [31]. In this
way, transformational leadership results in a higher level of intrinsic value that the followers then
place on goal achievement, in turn, this fosters an overall commitment to the attainment of commonly
held organizational visions [28].
Though the connotation that transformational leadership and organizational commitment have
theoretical and empirical existence [11], researchers have increasingly called for the clarification of
the underlying factors that link these two constructs [28]. We have extended the direct association in
transformational leadership and organizational commitment through the role of psychological
empowerment. The results support this hypothesis, which confirms the study of Balaji and Krishnan
[80]. This is through the creation of higher psychological empowerment in the followers, by
increasing the level of meaningfulness they attribute to their work, having the necessary capabilities
to perform the assigned tasks, and having a sense of influence over their environment [11]. Moreover,
psychologically empowered employees are found to be more committed [81]. Based on COR,
transformational leaders provide their followers with the needed autonomy and meaningfulness at
Eur. J. Investig. Health Psychol. Educ. 2019, 1 270
work. This constitutes an important psychological resource to induce the state of organizational
commitment [11,31]. This kind of psychological empowerment persuades a higher level of employee
involvement and attachment to their organizations [82].
Another way that transformational leaders promote commitment in their followers is by
enhancing the level of psychological well-being. So, we proposed psychological well-being as an
explanatory mechanism in clarifying the transformational leadership and organizational
commitment relationship. The cohesive nature of transformational leadership and psychological
well-being was supported by the results, as well as aligned with studies expounded in the literature
[83]. The support and motivation imparted by the transformational leaders make the followers more
satisfied, accomplished, and positive at their work [29]. This positive psychological state, in turn,
creates a stronger bond and attachment to organization, increasing the levels of organizational
commitment that is supported by the notion of COR [31]. Our results supported the results of [70];
concluding a significant association between psychological well-being and organizational
commitment. Thus, the followers have higher psychological well-being when they are led by a
transformational leader that improves their organizational commitment.
The main thrust of this investigation was to test whether psychological empowerment and
psychological well-being were the routes through which transformational leadership determine the
commitment of nursing staff. Theoretically, this study is unique in the sense that it has identified
multiple mediating mechanisms linking transformational leadership to organizational commitment
through psychological empowerment and psychological well-being. This has extended the field by
moving beyond the use of a single mediator of psychological empowerment [11] and leader-member
exchange[28]. We have contributed to the literature by using a COR perspective to explain
transformational leadership relations with the follower outcomes. It is suggested that
transformational leadership has an indirect influence on commitment through the psychological
resources of empowerment and well-being [31]. Our results offer support to the notion that leaders’
actions have the capacity to shape employees’ behaviors and their work outcomes [84]. Thus, this
study, based on the theoretical lens of COR, shows that transformational leaders are an essential
source of imparting psychological resources to their followers [31]. It further emphasizes the
importance of psychological empowerment and well-being as valuable resources that cause
employees to have higher levels of organizational commitment [33,69]. A transformational leader
acknowledges the needs of their followers and facilitates the provision of needed psychological
resources to create a sense of empowerment and well-being in their followers [17]. These are much
needed psychological resources for creating a commitment to the organization [85].
We offer practical implications for hospital management and nursing staff supervisors to
practice transformational leadership style to foster a higher level of commitment amongst nurses.
This study shows that transformational leadership style creates better outcomes in nurses as
compared to overly-managed and inflexible authoritarian styles [86]. By using the transformational
leadership style, nursing supervisors offer support, inspiration, individual-focused attention, and act
as a role model for nurses, that fosters psychological empowerment and well-being. Nurses will have
more independence and will be mentally satisfied while performing their job duties. In high-stress
environments of hospitals, it is important that nurses have a higher level of empowerment and well-
being to impart their services. This will enable the hospital management to improve staff retention
[87] and create a sense of commitment among nurses that will not only reduce their turnover intention
but also consolidate their attachment and involvement to their work and organization.
Transformational leaders cultivate the feelings of empowerment and well-being in nursing staff that
ultimately increase their organizational commitment. Hospitals have working environments that
have a high prevalence of adverse circumstances, stress, and tension. Moreover, they face issues of
nursing staff retention and shortage [17]. So, psychological empowerment and well-being are
indispensable for boosting the organizational commitment of nursing staff that can be achieved
through the practice of transformational style by nursing staff supervisors.
6. Conclusions
Eur. J. Investig. Health Psychol. Educ. 2019, 1 271
The findings of this study suggest that transformational leadership, psychological well-being,
and psychological empowerment affect nurses’ organizational commitment. Specifically, this study
has determined the role of transformational leadership in nurses’ organizational commitment
through two routes of psychological well-being and empowerment. This study concludes that both
psychological mechanisms are significant, but the mechanism of psychological empowerment is
slightly better than the mechanism of psychological well-being. We conclude that supervisors should
have a good relationship with their subordinates to increase subordinates’ psychological
empowerment and well-being. Hospital’s management should also work on leadership skills of staff
members that are leading a team, so that they can positively impact their subordinate’s attitudes. We
hope that future researchers will extend this study by examining the potential moderators that link
transformational leadership to organizational commitment, i.e., occupational self-efficacy [88], social
support [89], and power distance [90]. The more explanatory mechanism can be examined beyond
psychological well-being and psychological empowerment, i.e., procedural justice [91], and the
dimensions of organizational commitment could be examined as outcomes [28]. Since, data were
collected from a single source and were collected at single time frame, there could be a problem of
common method variance. Therefore, the use of longitudinal designs and data from more sources
(i.e., supervisors) is suggested to further improve the rigor and authenticity of the findings in this
study.
Author Contributions: Conceptualization, K.I and T.F.; methodology, K.I.; software, K.I.; validation, K. I. , T.F.
and M.N.; formal analysis, K.I.; investigation, K.I. and T.F.; resources, K.I. and T.F.; data curation, K.I.; writing—
original draft preparation, K.I..; writing—review and editing, T.F. and M.N..; visualization, T.F. and M.N.;
supervision, K.I.; project administration, K.I.
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