Nurse Managers’ Self and Authentic Leadership in Relation to Their Job Satisfaction

There is a high cost to nurse manager turnover and added to this challenge is the difficult tasks that hospitals have of recruiting and retaining nurse managers. These difficulties make it challenging for healthcare providing institutions to achieve consistent positive patient and staff outcomes. The current study examined the relationship between self-leadership, authentic leadership, and job satisfaction with nurse managers. Three elements making up the theoretical framework of this research were self-leadership, authentic leadership, and job satisfaction. The 2 predictor variables were self-leadership and authentic leadership. An evaluation of whether a relationship existed between the predictors and the criterion, job satisfaction, was made. A total of 76 nurse managers completed an online survey, and a linear regression was used to analyze the data. Results indicated that self-leadership was not a statistically significant predictor of job satisfaction at a CI of 95%. Authentic leadership and 3 of its 4 dimensions were found statistically significant as a predictor of job satisfaction at a CI of 95%. This study may have implications for positive social change through its indirect effect on the management and execution of patient care.