Date of Conferral

1-1-2021

Degree

Ph.D.

School

Nursing

Advisor

Maria Ojeda

Abstract

There is an impending shortage of nurses; therefore, healthcare leaders must use strategies that promote staff nurses’ organizational commitment (OC) to retain a clinically competent workforce. The purpose of this quantitative descriptive cross-sectional study guided by the transformational leadership theory and generational theory was to determine whether OC differs according to generational cohort (GC) and leadership style (LS) and then explore the combined effects of GC and LS on staff nurses’ OC. One-hundred sixty acute care staff nurses in the United States responded to the survey that included the Multifactor Leadership Questionnaire 5x-Short and Three-Component Model Employee Commitment Survey. A one-way ANOVA and general linear modeling were used to examine the research questions. Results revealed that OC does differ according to preferred LS for affective (p < 0.001) and normative commitment (p < 0.001). In addition, LS is a significant predictor of staff nurses’ OC (p < 0.001). There were no differences in terms of OC between GC, and GC did not predict OC. Results suggest that the use of transformational and transactional leadership styles may promote staff nurses’ affective and normative commitment. This may increase job satisfaction, reduce intent to leave an organization, assist in the retention of a clinically competent workforce, and improve patient satisfaction; in turn, this will improve practice and promote positive social change. Future studies should be conducted that control for possible confounders that might influence the relationship between GC, LS, and OC.

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