satisfaction of registered nurses at public hospital … · prof. dr. syed amir gilani . lahore...

THE INFLUENCE OF STRUCTURAL EMPOWERMENT AND RESONANT LEADERSHIP ON JOB

SATISFACTION OF REGISTERED NURSES AT PUBLIC HOSPITAL OF LAHORE PAKISTAN.

Shaista Manzoor, Student

Lahore School of Nursing,

The University of Lahore

Lahore, Pakistan

[email protected]

Muhammad Afzal, Associate Professor

Lahore School of Nursing,


Lahore, Pakistan

[email protected]

Muhammad Hussain, Assistant Professor

Lahore School of Nursing


Lahore, Pakistan

[email protected]

Prof. Dr. Syed Amir Gilani

Lahore School of Nursing


Lahore, Pakistan

[email protected]

ABSTRACT

INTRODUCTION: Nurses form the largest proportion of

the healthcare system and play a significant role in

providing direct patient care. Considering the importance of

the role of nurses in the healthcare system, it is important to

investigate how nurse managers leadership style effects the

quality of patient care, nurses’ job satisfaction

(Mudihanselage & Chamaru, 2015).

The level of employees’ job satisfaction is directly

related to the style of leadership they work under and access

to structural empowerment. Effective leadership not only

increases the satisfaction and productivity levels of team,

but consequently leads to increased quality of patient care

(Warshawsky, Lake, & Brandford, 2013).

METHODS: A quantitative descriptive cross-sectional study

was conducted to assess the influence of structural

empowerment and resonant leadership on job satisfaction of

registered nurses at Punjab Institute of Cardiology Lahore

Pakistan.

RESULTS: The results of this study showed that the mean

age of participants was 27.00 ± 3.22 years old, it was

observed that mostly participants of the study was female.

Mostly participant were unmarried 135(64%) while

76(36%) were married. The outcomes of this study

recommended that resonant leaders are helpful in creating

structurally empowering situations that influence on nurses

job satisfaction.

CONCLUSIONS: These results suggest that managers who

emphasize transparency, balanced processing,

self‐ awareness, and high ethical standards also effectively

increase nurses' perceptions of workplace empowerment,

which in turn enhances their performance and job

satisfaction. Work environments that provide open access to

information, resources, support, and opportunities for

learning and development both empower and enable nurses

to accomplish their work.

KEYWORDS- Structural Empowerment, Resonant

Leadership Style, Job Satisfaction

I. INTRODUCTION

Nurses form the largest proportion of the healthcare system

and play a significant role in providing direct patient care.

Considering the importance of the role of nurses in the

healthcare system, it is important to investigate how nurse

managers leadership style effects the quality of patient care,

nurses’ job satisfaction (Mudihanselage & Chamaru, 2015).

The level of employees’ job satisfaction is directly related to

the style of leadership they work under and access to

structural empowerment. Effective leadership not only

increases the satisfaction and productivity levels of team,

but consequently leads to increased quality of patient care

(Warshawsky, Lake, & Brandford, 2013).

Employees' job satisfaction, which is depicted as "the

degree to which workers like their occupations" has been an

essential issue for medicinal services associations and their

pioneers. Leadership is the way toward impacting

representatives to accomplish organizational goals and

objectives (Konstantinou & Prezerakos, 2017).

Nurse Managers make and maintain suitable atmospheres

that help expert nursing practice and support staff nurses’

task fulfillment. Staff Nurses acknowledge the nature of

their suggestions with their nurse managers to stay in their

positions. The relational leadership styles of nurse managers

have constantly linked with improved nursing practice and

department consequences, policies to form actual

relationship between nurse manager, staff and unit that must

International Journal of Advancements in Research & Technology, Volume 8, Issue 1, January-2019 ISSN 2278-7763 15

IJOART Copyright © 2019 SciResPub.

IJOART

mailto:[email protected]

be a great significance (Warshawsky, Lake, & Brandford,

2013).

Leadership defined "a process whereby an individual

impacts a group of people to accomplish a shared

objective"(Northouse, 2018). Pioneers likewise play out an

range of administrative capacities including important

arranging, basic leadership, human asset administration and

transaction, financial administration, asset preparation, and

quality care examination (McKeown & Bates, 2013).

Emotional intelligent knowledge is characterized through

Mayer and Salovey (1993), "capacity to display one's own

particular and other's ideas and feelings to segregate among

them, and to utilize this data to direct one's reasoning and

activities" (McKeown & Bates, 2013).

In addition, nurses’ higher amount of dissatisfaction

prompts to turnover from the nursing profession. This

generally creates staff shortage that among nurses. Due to

increases overtime and job stress, increases burnout, longer

patient holding up records, lastly, as an outcome expanded

displeasure among patients (Masum et al., 2016). Moreover,

a study conducted in tertiary level health care settings of

Islamabad, Pakistan showed that overall 86% nurses were

dissatisfied with their job while only 14% nurses were

satisfied with their job. Nurses job satisfaction an essential

part of ensuring high quality care (Bahalkani et al., 2011).

It is common problem all over the world that mostly

professional nurses omit their profession due to various

reasons and they are not satisfied at their job place. It might

possible that structural empowerment and resonant

leadership influence on job satisfaction of nurses. The

Findings of one study conducted by Laschinger et al,

showed a strong relationship between Resonant Leadership

and structural empowerment (β=.47, p <.05) and both direct

(β=.16, p <.05) and indirect effects on job satisfaction of

nurses through global empowerment (β=.49, p <.05)

(Laschinger, Wong, Cummings, & Grau, 2014).

Another study was conducted in Bahawalpur

Pakistan to access the impact of structural empowerment on

job satisfaction. The findings of this study the independent

variable structural empowerment was strongly correlated

with dependent variable job satisfaction. Hence it is

concluded that employee access to empowerment has a

positive impact on the job satisfaction (Ameer, Bhatti, &

Baig, 2014).

AIMS OF THE STUDY

The purpose of this study is to identify the

influence of structural empowerment and resonant

leadership on job satisfaction of registered nurses of Punjab

Institute of cardiology Lahore.

RESEARCH QUESTION 1 – What is the association

between Structural Empowerment and job satisfaction of

Registered Nurses?

RESEARCH QUESTION 2 – What is the association

between Managers Resonant Leadership style and job

satisfaction of Registered Nurses?

SIGNIFICANCE OF THE STUDY

On the base of study findings the organization will take

measure to improve resonant leadership and structural

empowerment through arrange seminars refresher programs

and seminars to educate the nurse managers which enhance

the job satisfaction of registered nurses. In this way quality

of patient care and organizational prestige will be improved.

LITERATURE REVIEW

Structural empowerment is defined as “the extent to which

employees believe that they have been given the autonomy

and authority to act independently deriving from aspects

such as training, reward systems and management style”

(Al-Ababneh, Al-Sabi, Al-Shakhsheer, & Masadeh, 2017).

Resonant leadership is a positive relational leadership style

and existing literature supports the importance of relational

leadership for effective work outcomes. Relational

leadership is a leadership perspective that focuses on the

individual and their perceptions, intentions, and behaviors

relative to their relationships with others in order to achieve

common goals; the primary task of the leader is the

emotional or relational component. Leaders who are able to

motivate their followers through positive emotions for best

results is known as resonance (Wong, Cummings, &

Ducharme, 2013).

Furthermore, Nurse Managers are important in the

process of creating a safe environment for patients. Nursing

managers should provide appropriate support for their junior

nurses and create conditions, in which every employee is

able to provide patient care of high quality and avoid errors

(Warshawsky & Havens, 2014).

Moreover, in a cross sectional study of 600 Ontario

enrolled attendants, (Squires et al., 2010) inspected the

connection between administration, workplace stress, and

health care professionals and patient results in hospital

setting. The consequences of the examination exhibited that

Resonant Leadership was emphatically connected with the

nature of attendant pioneer connections which thus added to

positive impression of the workplace and patient security

atmosphere, diminished prescription blunders, goals to leave

and passionate depletion (Squires et al., 2010).

An Analytical Cross-Sectional study designed to identify

the level of job satisfaction, along with the factors

influencing job satisfaction, among nurses in private

territory care hospital in Karachi, Pakistan. The findings of

this study, the overall job satisfaction among sampled

nurses is 07 (4.5%) showed that their job satisfaction level

was very high, i.e. they were very satisfied; 76 (49.4%)

nurses were moderately satisfied with their job; only 1

(0.6%) nurse was found to be very dissatisfied with her job;

and 7 (4.5%) nurses were moderately dissatisfied. On the

other hand, the number of nurses who were not very clear

about job satisfaction was 63 (40.9%) (Rozina et al., 2015).

Similarly, a multi-site, multi-level cross-sectional study of

679 acute care nurses showed that structural empowerment

had significant direct effects on nurses’ job satisfaction and



IJOART

perceived care quality. All these studies provide support for

the positive effect of empowering work environments on

nurses’ job satisfaction (Laschinger, Wong, et al., 2014).

Furthermore, another study conducted to assess “The effects

of work factors on nurses’ job satisfaction, quality of care

and turnover intentions in oncology”. The results of this

study revealed that psychological need satisfaction partially

mediates the effects of perceived supervisor support, value

congruence and hospital nurses staffing on job satisfaction.

Moreover, job satisfaction was positively associated with

quality of care and negatively linked to turnover intentions

(Gillet et al., 2018).

Few studies conducted to examining nurses’ perceptions of

emotionally intelligent leadership styles of their managers

lend some support to the relationship between resonant

leadership and empowerment. Using a descriptive

correlational survey design in a sample of 203 acute care

nurses in two Ontario community hospitals demonstrated

that Emotional Intelligence of nurse leaders was positively

related (r=0.62, p< 0.01) to staff nurses’ structural

empowerment (Pineau Stam, Spence Laschinger, Regan, &

Wong, 2015).

Another study conducted in Government teaching hospital

of India, the findings of study showed highest level of job

satisfaction (mean score) for nurses followed by doctors,

support staff and technicians. Proportion of job satisfaction

rate was also highest (68%) among nurses. A plausible

explanation for this finding among the nurses might be that

the nature of the job and working environment in

government of India funded public hospitals is perceived to

be good (Jaiswal et al., 2015).

A correlational study was conducted in Ghana to

examine the impact of emotional intelligence at the

workplace on job satisfaction and turnover intentions of

nursing staff working in hospitals,. The study conveniently

sampled 120 registered general nurses (83 females and 37

males) from three public hospitals located in Accra. The

findings showed a significant positive correlation between

emotional intelligence and job satisfaction among the

nurses. However, the results revealed no significant gender

difference in emotional intelligence and job satisfaction

(Tagoe & Quarshie, 2017).

CONCEPTUAL FRAMEWORK

Structural Empowerment theory by Kanter’s (1993, 1977), gives significant framework to looking at connections between

structural empowerment, Resonant Leadership and staffs job satisfaction. The Kanter’s structural empowerment theory

suggested that staff manners and attitudes are influenced by work characteristics than person’s own characteristics.

Kanter recommended that power not means coercion or authority but explained as “the capacity to mobilize assets to get

things done”. In organization Power is derived from worker’s capability that increase approach towards effective support,

information, opportunity, and required resources. Therefore, in hospital setting a structure available to actual accomplishment

of goals; Development of power is essential for reaching structural aims. In organization, approach to power mostly

dependent on place and association that held through individual (Laschinger, Finegan, Shamian, & Wilk, 2004) (Bawafaa et

al., 2015).

1.9) Conceptual Framework;

(Bawafaa et al., 2015)

Resonant

Leadership

Visionary

Coaching

Affiliative

Democratic

Structural

Empowerment

opportunity

Resources

Information

support

Job Satisfaction

Supportive work

environment

Autonomy

Professional

relationship



IJOART

II. METHODS

SETTING

The study was conducted in wards (Emergency Department,

OT, ICU, Jillani Block, any other wards) of Punjab Institute

of Cardiology Lahore, Pakistan.

RESEARCH DESIGN

A quantitative descriptive cross-sectional study was

conducted to assess the influence of structural

empowerment and resonant leadership on job satisfaction of

registered nurses of Punjab institute of cardiology Lahore.

POPULATION

The target populations were all the registered nurses age

group 21year-40year of PIC Lahore.

SAMPLING

Data was collected from convenient selected sample of 211

male and female registered nurses age group 21year-40year

of PIC Lahore.

RESEARCH INSTRUMENT

In this study predesigned well-structured

questionnaire was used which is adopted from previous

study “The influence of Resonant Leadership and Structural

empowerment on job satisfaction of Registered Nurses”.

The questionnaire consists of four sections. First section

consists of demographic data. Second section consists of

questions related Structural empowerment with five point

likert Scale (1=none 2= rarely, 3= sometime, 4=often, 5= A

lot). Third section consists of questions related to resonant

leadership with five point likert scale (1=Strongly Disagree,

to 2= Strongly agree). Fourth section consists of questions

related to Job satisfaction. Job satisfaction will be measured

using four items from the general satisfaction subscale of

the Job Diagnostic Survey by Hackman and Oldham. The

items are rated on a 5-point Likert scale of strongly disagree

(=1) to strongly agree (=5) and an example is, “satisfied

with my job” (Hackman & Oldham, 1975).

DATA GATHERING PROCEDURE

Data was collected by using predesigned

questionnaire. Questionnaire will be distributed and filled

by registered nurses of Punjab Institute of Cardiology

Lahore. The reliability and validity of the questionnaire was

checked.

Data was entered and analyzed by using the

Statistical Package for the Social Sciences (SPSS)

Programme version 21.0. The results was considered

statistically significant at P=0.05 0r P< 0.05. Frequencies

and percentage was used to analyzing the selected

demographic data while mean and median will be used to

assess responses of the respondents on the questionnaire. T-

tests (independent samples test) and analysis of variance

(ANOVA) were performed to analyze for differences in

major study variables by the demographics, gender, work

setting, employment status, and educational level and unit

specialty. Hierarchical multiple linear regression was used

to test the influence of resonant leadership and

empowerment on the job satisfaction of registered nurses.

Data entry was completed by the primary investigator.

STUDY TIMELINE

This study approximately was taken in 4-5 months (Jan,

2018 to May, 2018).

ETHICAL CONSIDERATION

Written permission was taken from the Ethical committee

of LSN department in University of Lahore. Permission was

taken from the Deputy Nursing Superintendent of Punjab

Institute of Cardiology Lahore to conduct research study.

Subjects were free to participate. All the participants were

informed about the purpose of the study. All information

and collected data was kept confidential by principal

investigator hard copy in lock. Confidentiality of soft copy

will be maintained by a coding. Soft copy of the project will

be kept in personal laptop with password and hard copies

will be kept in personal drawers with lock. The subjects

were informed that there are no disadvantages or risk on the

procedures of the study.

Table 1. Demographic information of participants

Table 1.1 shows the number of participants according to

S

#

Demographic

information

Statements F %

1. Total number of

participants

Name of participants 211 100%

2. Gender Female 191 81%

Male 20 9%

3. Age group 21-25 49 23%

26-30 144 68%

31-35 12 6%

36-40 6 3%

4. Marital Status Single 135 64%

Married 76 36%

5. Qualification Diploma in General

Nursing & Midwifery

123 58.3%

Specialization 40 19%

Post RN BS Nursing 48 22.7%

MSN 0 0%

6. Job Experience 2-6 year 135 64%

7-11 year 51 24.2%

12-16 year 10 4.7%

17-21 year 13 6.2%

22-26 year 02 .9%

7. My Immediate

Supervisor is

A Register Nurse 70 33.2%

A Head Nurse 141 66.8%

8. Specialty area

of your current

unit

Emergency Department 100 47.4%

Jillani Block 32 15.2%

Cardiac ICU 52 24.6%

Cardiac OT 27 12.8%

Total 211 100%



IJOART

their age, the mean age of participants were 27.00± 3.22, the

maximum age was 40 years old as compare with minimum

age was 21 years old.

Table 1.1 shows the number of participants according to

their age it was noted that 144(68%) out of 211 charge

nurses were having age in range of 26-30years, whereas,

49(23%) were having 21-25 years old and 12(6%) were 31-

35 years while 6(3%) having age group between 36-40

category.

Table 1.6 showed working experience it was noted that

135(63.98%) out of 211 charge nurses were having working

experience in range of 2-6 years, whereas, 51(24.17%)

having experience of 7-11 years, 10(4.74%) having 12-16

years’ experience, 13(6.16%) nurses 17-21 years while only

2(0.95%) having experience of 22-26 years.

Table 1.7 showed that 70(33.2%) registered nurses and

141(66.8%) out of 211 were working as a supervisor

experience.

For the working experience it was noted that 123(58.29%)

charge nurses were having Diploma of nursing, 40(18.96%)

having professional education of specialization level while

48(22.75%) staff nurses having higher education

like Post RN/BSCN.

Table1.9 Test of Normality for research variable

Variable

Shapiro-Wilk

Statist

ic

Df Sig.

Factors of

Structural

Empowerment

0.156 211 0.792

Normall

y

Distribu

ted

Data

Influence of

Resonant

Leadership

0.489 211 0.693

Job Satisfaction 0.775 211 0.851

Table 1.9 To determine the data is normally distributed or

not, used test of Normality. The data showed that factors of

Influence of Structural Empowerment, Resonant Leadership

and job satisfaction are normally distributed.

Table -2 Frequency Distribution with respect to Factor of Structural Empowerment

S. No Influence of Structural Empowerment None Rarely Sometimes Often A Lot

1. Opportunity for challenging work. 10 31 82 66 22

4.7% 6.1% 38.8% 31.2% 10.4%

2. The chance to gain new skills and knowledge on

the job.

10 22 61 93 25

4.7% 10.4% 28.9% 44% 11.8%

3. Tasks that use all of your own skills and

knowledge.

0 15 62 85 49

0% 71% 29.3% 40.2% 23.3%

4. Information about the current state of the

organization.

7 48 59 69 28

3.3% 22.7% 27.9% 32.7% 13.2%

5. Information regarding the values of top

management.

17 66 50 52 26

8% 31.2% 23.6% 24.6% 12.3%



IJOART

6. Information regarding the goals of top

management.

35 63 59 46 8

16.5% 29.8% 27.9% 21.8% 3.7%

7. Specific information about things you do well. 10 31 71 67 32

4.7% 6.1% 33.6% 31.7% 15.1%

8. Specific comments about things you could

improve.

6 31 83 62 29

2.8% 14.6% 39.3% 29.3% 13.7%

9. Helpful hints or problem solving advice. 5 33 67 69 37

2.3% 15.6% 31.7% 32.7% 17.5%

10. Time available to do necessary paperwork. 22 30 76 67 16

10.4% 14.2% 36% 31.7% 7.5%

11. Time available to accomplish job requirements. 3 54 85 60 9

1.4% 25.5% 40.2% 28.4% 4.2%

12. Acquiring temporary help when needed. 10 25 89 65 22

4.7% 11.8% 42.1% 30.8% 10.4%

Table 2 showed the factors of structural empowerment which influence on nurses regarding job satisfaction, it was observed

that 82(38.94%) sometime felt that they got opportunity for challenging work, , 93(44.1%) often got the chance to gain new

skills and knowledge on the job., 85(40.3%) often allocated task used skills and knowledge, 69(32.7%) often have

information about the current state of the organization, time for socialization, 66(31.3%) rarely got information regarding the

values and same 63(29.9%) have information regarding the goals of top management , 71(33.6%) sometime have specific

knowledge about thing , 83(39.3%) some have specific comments that can improve by themselves, 69(32.7%) got Helpful

hints or problem solving advice. 76(36.0%) felt they have time for necessary paperwork, 85(40.3%) sometime got chance to

accomplish job requirements, it was observed that 89(42.2%) felt sometime got help when needed.

Table-3 Frequency Distribution with respect to Influence of Resonant Leadership

S. No Influence on Resonant Leadership SD D N A SA

1.

Looks for feedback on ideas and initiatives even when it is

difficult to hear. 17 28 95 62 9

8% 13.2% 45% 29.3% 4.2%

2. Acts on values even if it is at a personal cost. 9 51 67 70 14

4.2% 24.1% 31.7% 33.1% 6.6%

3. Focuses on successes and potential rather than failures. 5 26 64 86 30

1.8% 12.3% 30.3% 40.7% 14.2%

4. Supports teamwork to achieve goals and outcomes. 3 13 79 86 30

1.4% 6.1% 37.4% 40.7% 14.2%

5. Calmly handles stressful situations. 3 20 46 104 38

1.4% 9.4% 21.8% 49.2% 3.7%

6. Actively listens, acknowledges, and then acts on requests and

concerns.

9 11 59 77 55

4.2% 5.2% 27.9% 36.4% 26%

7. Actively mentors and coaches individual and team performance. 5 20 59 97 30

2.3% 9.4% 27.9% 45.9% 14.2%

8. Effectively resolves conflicts that arise. 7 18 63 92 31

3.3% 8.5% 29.8% 43.6% 14.6%

9. Engages others in working toward a shared vision. 7 19 55 79 51



IJOART

3.3% 9% 26% 37.4% 24.1%

10. Allows me freedom to make important decisions in my work. 10 13 55 85 48

4.7% 6.1% 26% 40.2% 22.7%

Table 3: showed the 95(45.0%) neutral to looks for feedback on ideas and initiatives even when it is difficult to hear ,

67(31.8%) nurses acts on values even if it is at a personal cost.,86(40.8%) agree for focuses on successes and potential rather

than failures and supports teamwork to achieve goals and outcomes, 104(49.3%) agree that they can calmly handles stressful

situations, 77(36.5%) agree to listens actively, acknowledges, and then acts on requests and concerns, 97(46.0%) mentors

involved actively and coaches individual and team performance, 92(43.6%) effectively resolves conflicts that arise.

79(37.4%) agree to engages others in working toward a shared vision. and, 85(40.3% allows freedom to make important

decisions in work.

Table- 4 Frequency Distribution with respect to Job Satisfaction

S.No Factor of Job Satisfaction SD D N A SA

Q-1 I feel very satisfied with my job. 2 12 30 112 55

0.9% 5.6% 14.2% 53.1% 26%

Q-2 I feel that my co-workers are satisfied with their jobs. 2 9 52 111 37

0.9% 4.2% 24.% 52.6% 17.5%

Q-3 I feel I would be happy to work here until I retire. 9 25 51 79 47

4.2% 11.8% 24.1% 37.4% 22.3%

Q-4 I feel my organization provides a supportive work

environment in which to work.

5 5 43 87 71

2.3% 2.3% 20.3% 41.2% 33.6%

Table 4: showed that 112 (53.1%) agree to feel very satisfied with job, 111(52.6%) agree that he/she felt that co-workers are

satisfied with their jobs, 79(37.4%) were felt that he/she would be happy to work here until retire. 87(41.2%) felt that

organization provides a supportive work environment, in which to work.

Table 15 : Reliability Test for Questionnaire related to influence of Structural Empowerment and Resonant

Leadership on Job Satisfaction of Registered Nurses

Reliability Statistics

Cronbach's Alpha

Cronbach's Alpha Based on Standardized

Items N of Items

0.850 0.899 29

Table demonstrate satisfactory reliability, value of Cronbach' s Alpha = 0.850 which indicates a high level of internal

consistency for scale with this specific sample.

Table 7: Independent Sample T-test for Job Satisfaction

Factors Gender N Mean Std. Deviation

Df T Sign

Value



IJOART

I feel very satisfied with my job Male 21 3.95 0.805

209 0.338 0.003

Female 190 3.98 0.854

I feel that my co-workers are

satisfied with their jobs.

Male 21 3.90 0.995

209

0.818 0.005

Female 190 3.81 0.783

I feel I would be happy to work

here until I retire..

Male 21 3.67 1.111

209 0.14 0.905

Female 190 3.61 1.087

I feel my organization provides a

supportive work environment in

which to work.

Male 21 4.24 0.700

209 0.458 0.499

Female 190 3.99 0.943

Table 7 showed that some factors like, “I feel very satisfied with my job” and “I feel that my co-workers are satisfied with

their jobs” are statistically significance as p-value < 0.05.

Table 8 One Way ANOVA Test with respect to Demographic Variables

ANOVA

Variable Sum of

Squares df

Mean

Square F Sig.

Gender Of Nurses Between Groups 1.634 12 0.136

1.561 0.106 Within Groups 17.276 198 0.087

Total 18.910 210

Age Group of Nurses Between Groups 8.221 12 0.685

1.838 0.044 Within Groups 73.816 198 0.373

Total 82.038 210

Marital Status of Nurses Between Groups 5.635 12 0.470

2.163 0.015 Within Groups 42.990 198 0.217

Total 48.626 210

Qualification Of Nurses Between Groups 24.004 12 2.000

3.291 0.002 Within Groups 120.337 198 0.608

Total 144.341 210

Job Experience of Nurses Between Groups 9.338 12 0.778

.936 0.512 Within Groups 164.672 198 0.832

Total 174.009 210

My Immediate Supervisor is Between Groups 4.048 12 0.337

1.563 0.105 Within Groups 42.729 198 0.216

Total 46.777 210

Specialty area Of current Unit Between Groups 44.493 12 3.708

3.409 .0001 Within Groups 215.336 198 1.088

Total 259.829 210

Total Between Groups 91.487 12 1.445 2.014 0.031

Within Groups 94.651 198 0.522

Total 187.139 210



IJOART

Table 8 showed that all demographic variables have significance effect as p-value 0.031 <0.05, So conclude that “There are

statistically significance at level 0.05 for influence of Structural Empowerment and Resonant Leadership on Job Satisfaction

Table -10 Regression Analysis Of Influence Of Empowerment And Resonant Leadership On Staff Nurse Job Satisfaction

Coefficients

C Un-standardized Coefficients Standardized

Coefficients

T

Sig.

B Std. Error Beta

(Constant)

Influence of Structural

empowerment

Resonant Leadership

4.534 1.3419 6.125 .000

0.127 0.031 0.271 2.101 .000

0.111 0.032 0.214 3.113 .002

a. Dependent Variable: Job Satisfaction

Table 10: showed that P-value significant and standardized coefficient beta 0.271 and 0.214 that’s mean all variables of

resonant Leadership styles and empowerment effect at 21.01%. And 31.13% respectively.

III. DISCUSSION

The current research study investigated the relationship

between structural empowerment, resonant leadership and

job satisfaction.

The current study showed the mean age of participants was

27.00 ± 3.22 years old, it was observed that mostly

participants of the study was female as 91% and male were

only 9%. Mostly participant were unmarried 135(64%)

while 76(36%) were married. According to their

professional qualification 123(58%) having diploma of

nursing, 40(19%) educated at Specialization level as

compare with 48(22.7%) have Post RN/BSCN. Regarding

their working experience; 135(63.98%) have maximum

working experience 2-6 years, 51(24%) have experience 7-

11 years as compare with 10(4.74%) have work experience

from 12 to 16 years, 13(6.16) worked maximum 17-21

years while 2(0.95) having 22-26 years. 141(66.8%)

working as head nurse and 70(33.2%) performing

registered nurse as a supervisor.

A cross sectional study conducted by Orgambídez-Ramos &

Borrego-Alés, (2014) with three-page survey questionnaire

in Spanish which was utilized as the survey instrument. All

participants were required to have a minimum of one years'

experience in their professional positions. The sample

consisted of 226 university teachers from a Spanish public

university. As for the sample's socio-demographic

characteristics, 51.8%% were men, with an average age of

44.24 years old (SD = 8.55). Most responders were married

(65.9%) and have finished their PhD thesis (60.4%). This

study support current study (Orgambídez-Ramos &

Borrego-Alés, 2014).

The relationship between dependent and

independent variables, the independent variable job

satisfaction with dependent variable empowerment and

resonant leadership style as p values is statistically

significantly. Our study results are in line with previous

studies. A longitudinal study based on surveys with 545

staff nurses from 49 hospital units in Canada , research

conducted by Lachinger et al., (2014), they identified that

individual factors such as empowerment and core self-

evaluation as well as contextual factors such as structural

empowerment and organizational resources impact nurses’

job satisfaction and unit effectiveness (Laschinger, Nosko,

Wilk, & Finegan, 2014).

A Korean research conducted enrolled 340 nurses,

his results showed that empowerment mediated the

relationship between job characteristics, transformational

leadership and work effectiveness (Eo, Kim, & Lee, 2014).

Another Canadian study showed the impact of resonant

leadership and individual empowerment on spirit at work

(e.g. nurses’ individual experiences that energized their

work), job satisfaction and organizational commitment

(Wong & Laschinger, 2013).

A Chinese researcher Yang & colleagues conducted a study

showed that favorable practice environments impact work

engagement through psychological empowerment. They

confirmed that structural empowerment facilitates the

professional practice environment and nurses’ commitment

(Yang, Liu, Huang, & Zhu, 2013). As reported by our study

participants, Davies et al (2016) showed the pivotal role of

managers in supporting empowering work environments

that are conducive to the transfer of knowledge in practice

and evidence-based care (Davies, Wong, & Laschinger,

2011).

With regard resonant Leadership and job satisfaction,

supervisors have an important role in the management. style

variable (Calmly handles stressful situations, Actively

listens, acknowledges, and then acts on requests and

concerns, Actively mentors and coaches individual and team

performance and Effectively resolves conflicts that arise)

has statistically significant as p-value <0.05 Statistically

significant.



IJOART

LIMITATIONS

The study has certain limitations that need to be

acknowledged in the interpretation of the results.

1) This is a cross-sectional study, therefore inferences

related to the causality of association could not be

draw, however, case control and cohort studies

should be conducted to establish causal

relationship.

2) As the data is collected from only one setting, it

has limited generalizability.

3) Convenient sampling was applied in data collection

process whereas the probability sampling method

can enhance the induction of different strata of the

participants.

4) The Study Is Limited To Assess The Influence Of

Structural Empowerment And Resonant

Leadership On Job Satisfaction Of Registered

Nurses At Public Hospital Of Lahore Pakistan.

.

IV. CONCLUSION

Our results are evidence of influence of Structural

Empowerment and Resonant Leadership on job Satisfaction.

These results suggest that managers who emphasize

transparency, balanced processing, self‐ awareness, and

high ethical standards also effectively increase nurses'

perceptions of workplace empowerment, which in turn

enhances their performance and job satisfaction. Work

environments that provide open access to information,

resources, support, and opportunities for learning and

development both empower and enable nurses to

accomplish their work.

ACKNOWLEDGEMENT

My sincere appreciation, thanks and respect provided to

HOD of Lahore School of Nursing (LSN) Mr. M. Afzal for

his valuable and inspiring guidance as evaluator.

Special thanks to my preceptor Mr. Muhammad Hussain for

his continue support and encouragement in the research

project.

Also, thanks provided to staff member of Punjab Institute of

Cardiology Lahore for facilitating data collection and being

kind to participate.

Also, thanks to all those who kindly supported, encouraged

and facilitated me during my study process specially my

dearest parents and siblings.

RECOMMENDATIONS

The following recommendations for the future are the

following

1) The study can be done in other rural area of

Lahore.

2) The study can be done by increasing the period of

time for the excellent research

3) A seminar or teaching session should be conducted

on awareness and prevention of dengue fever.

REFERENCES

Al-Ababneh, M., Al-Sabi, S., Al-Shakhsheer, F., &

Masadeh, M. (2017). The influence of employee

empowerment on employee job satisfaction in five-

star hotels in Jordan. International Business

Research, 10(3), 133.

Albaugh, J. A. (2003). Spirituality and life-threatening

illness: a phenomenologic study. Paper presented at

the Oncology Nursing Forum.

Alostaz, Z. (2016). Job satisfaction among critical care

nurses in Al Baha, Saudi Arabia: a cross-sectional

study. Gulf Medical Journal, 5(1), 64-68.

Ameer, M. H., Bhatti, S., & Baig, S. (2014). Impact of

employee empowerment on job satisfaction.

Developing country studies, 4(9), 114-126.

Antoinette Bargagliotti, L. (2012). Work engagement in

nursing: a concept analysis. Journal of advanced

nursing, 68(6), 1414-1428.

Aziri, B. (2011). JOB SATISFACTION: A LITERATURE

REVIEW. Management Research & Practice, 3(4).

Bahalkani, H. A., Kumar, R., Lakho, A. R., Mahar, B.,

Mazhar, S. B., & Majeed, A. (2011). Job

satisfaction in nurses working in tertiary level

health care settings of Islamabad, Pakistan. Journal

of Ayub Medical College Abbottabad, 23(3), 130-

133.

Bawafaa, E., Wong, C. A., & Laschinger, H. (2015). The

influence of resonant leadership on the structural

empowerment and job satisfaction of registered

nurses. Journal of Research in Nursing, 20(7), 610-

622.

Boothman, S. (2014). The influence of care provider access

to structural empowerment on individualized care

in long term care facilities. Gerontology Program-

Simon Fraser University.

Boyatzis, R. E., Smith, M. L., Van Oosten, E., & Woolford,

L. (2013). Developing resonant leaders through

emotional intelligence, vision and coaching.

Organizational Dynamics, 42(1), 17-24.

Caspar, S., & O'Rourke, N. (2014). The influence of care

provider access to structural empowerment on

individualized care in long-term-care facilities. The

Journals of Gerontology Series B: Psychological

sciences and social sciences, 63(4), S255-S265.

Cicolini, G., Comparcini, D., & Simonetti, V. (2014).

Workplace empowerment and nurses' job

satisfaction: A systematic literature review.

Journal of Nursing Management, 22(7), 855-871.



IJOART

Cummings, G. (2004). Investing relational energy: the

hallmark of resonant leadership. Nursing

Leadership (Toronto, Ont.), 17(4), 76-87.

Cummings, G. G., MacGregor, T., Davey, M., Lee, H.,

Wong, C. A., Lo, E., . . . Stafford, E. (2010).

Leadership styles and outcome patterns for the

nursing workforce and work environment: a

systematic review. International journal of nursing

studies, 47(3), 363-385.

Davies, A., Wong, C. A., & Laschinger, H. (2011). Nurses'

participation in personal knowledge transfer: the

role of leader–member exchange (LMX) and

structural empowerment. Journal of nursing

management, 19(5), 632-643.

Eo, Y.-S., Kim, Y.-H., & Lee, N.-Y. (2014). Path analysis

of empowerment and work effectiveness among

staff nurses. Asian Nursing Research, 8(1), 42-48.

Eskandari, F., Siahkali, S. R., Shoghli, A., Pazargadi, M., &

Tafreshi, M. Z. (2017). Investigation of the

relationship between structural empowerment and

organizational commitment of nurses in Zanjan

hospitals. African health sciences, 17(1), 285-292.

Faulkner, J., & Laschinger, H. (2008). The effects of

structural and psychological empowerment on

perceived respect in acute care nurses. Journal of

nursing management, 16(2), 214-221.

Fernandez, S., & Moldogaziev, T. (2015). Employee

empowerment and job satisfaction in the US

Federal Bureaucracy: A self-determination theory

perspective. The American review of public

administration, 45(4), 375-401.

Gillet, N., Fouquereau, E., Coillot, H., Cougot, B., Moret,

L., Dupont, S., . . . Colombat, P. (2018). The

Effects of Work Factors on Nurses’ Job

satisfaction, Quality of Care, and Turnover

Intentions in Oncology. Journal of advanced

nursing.

Hackman, J. R., & Oldham, G. R. (1975). Development of

the job diagnostic survey. Journal of Applied

psychology, 60(2), 159.

Hamid, S., Malik, A. U., Kamran, I., & Ramzan, M. (2014).

Job satisfaction among nurses working in the

private and public sectors: a qualitative study in

tertiary care hospitals in Pakistan. Journal of

multidisciplinary healthcare, 7, 25.

Iacobellis, F. (2015). The relationship among role stress,

structural empowerment and burnout in newly

graduated nurses working in acute care hospitals.

Rutgers University-Graduate School-Newark.

Jaiswal, P., Gadpayle, A., Singhal, A. K., Sachdeva, S.,

Modi, R. K., Padaria, R., & Ravi, V. (2015). Job

satisfaction among hospital staff working in a

Government teaching hospital of India. Medical

Journal of Dr. DY Patil Vidyapeeth, 8(2), 131.

Konstantinou, C., & Prezerakos, P. (2017). Relationship

Between Nurse Managers' Leadership Styles and

Staff Nurses' Job Satisfaction in a Greek NHS

Hospital. American Journal of Nursing Science,

7(3), 45.

Kumar, R., Ahmed, J., Shaikh, B. T., Hafeez, R., & Hafeez,

A. (2013). Job satisfaction among public health

professionals working in public sector: a cross

sectional study from Pakistan. Human resources

for health, 11(1), 2.

Laschinger, H. K. S. (2008). Effect of empowerment on

professional practice environments, work

satisfaction, and patient care quality: Further

testing the nursing worklife model. Journal of

nursing care quality, 23(4), 322-330.

Laschinger, H. K. S., Nosko, A., Wilk, P., & Finegan, J.

(2014). Effects of unit empowerment and perceived

support for professional nursing practice on unit

effectiveness and individual nurse well-being: A

time-lagged study. International journal of nursing

studies, 51(12), 1615-1623.

Laschinger, H. K. S., Wong, C. A., Cummings, G. G., &

Grau, A. L. (2014). Resonant leadership and

workplace empowerment: The value of positive

organizational cultures in reducing workplace

incivility. Nursing Economics, 32(1), 5.

Lautizi, M., Laschinger, H. K., & Ravazzolo, S. (2009).

Workplace empowerment, job satisfaction and job

stress among Italian mental health nurses: an

exploratory study. Journal of nursing management,

17(4), 446-452.

Lee-Riggins, A. M. (2014). Nurses' Perceptions of

Structural Empowerment: A Practice Review

Process Pilot.

Lee, S. E. (2013). Job satisfaction among staff nurses in

relation to leader empowering behaviors,

structural empowerment and psychological

empowerment. University of British Columbia.

Locke, E. A. (2005). Why emotional intelligence is an

invalid concept. Journal of organizational

Behavior, 26(4), 425-431.

Masum, A. K. M., Azad, M. A. K., Hoque, K. E., Beh, L.-

S., Wanke, P., & Arslan, Ö. (2016). Job

satisfaction and intention to quit: an empirical

analysis of nurses in Turkey. PeerJ, 4, e1896.

McKeown, A., & Bates, J. (2013). Emotional intelligent

leadership: Findings from a study of public library

branch managers in Northern Ireland. Library

Management, 34(6/7), 462-485.

Mudihanselage, H. S. S. S., & Chamaru, A. A. A. (2015).

The nursing shortage impact on job outcome (the

case in Sri Lanka). Journal of Competitiveness,

7(3).

Nedd, N. (2006). Perceptions of empowerment and intent to

stay. Nursing economics, 24(1), 13.

Ning, S., Zhong, H., Libo, W., & Qiujie, L. (2009). The

impact of nurse empowerment on job satisfaction.

Journal of advanced nursing, 65(12), 2642-2648.



IJOART

Northouse, P. G. (2018). Leadership: Theory and practice:

Sage publications.

Orgambídez-Ramos, A., & Borrego-Alés, Y. (2014).

Empowering employees: Structural empowerment

as antecedent of job satisfaction in university

settings. Psychological Thought, 7(1), 28-36.

Pineau Stam, L. M., Spence Laschinger, H. K., Regan, S., &

Wong, C. A. (2015). The influence of personal and

workplace resources on new graduate nurses' job

satisfaction. Journal of nursing management,

23(2), 190-199.

Rao, A. (2012). The contemporary construction of nurse

empowerment. Journal of Nursing Scholarship,

44(4), 396-402.

Regan, L. C., & Rodriguez, L. (2011). Nurse empowerment

from a middle-management perspective: nurse

managers' and assistant nurse managers' workplace

empowerment views. The Permanente Journal,

15(1), e101.

Smith, M. L. (2016). Resonant Leadership and Emotional

Intelligence in Plastic Surgery Leadership. Plastic

and Reconstructive Surgery Global Open, 4(10).

Squires, M., Tourangeau, A., SPENCE LASCHINGER, H.

K., & Doran, D. (2010). The link between

leadership and safety outcomes in hospitals.

Journal of nursing management, 18(8), 914-925.

Tagoe, T., & Quarshie, E. N. B. (2017). The relationship

between emotional intelligence and job satisfaction

among nurses in Accra. Nursing open, 4(2), 84-89.

Tasneem, S., Cagatan, A. S., Avci, M. Z., & Basustaoglu,

A. C. (2018). Job Satisfaction of Health Service

Providers Working in a Public Tertiary Care

Hospital of Pakistan. The Open Public Health

Journal, 11(1).

Teixeira, A. C., & do Céu Barbieri-Figueiredo, M. (2015).

Nursing empowerment and job satisfaction: an

integrative review according the Structural

Theory/Empoderamento e satisfação profissional

em Enfermagem: uma revisão integrativa, em

consonância com a Teoria

Estrutural/Empoderamiento y satisfacción

profesional en Enfermería: una revisión

integradora, según la Teoría Estructur. Revista de

Enfermagem Referência, 4(6), 151.

Thompson, B. (1993). The use of statistical significance

tests in research: Bootstrap and other alternatives.

The Journal of Experimental Education, 61(4),

361-377.

Wagner, J. I., Warren, S., Cummings, G., Smith, D. L., &

Olson, J. K. (2013). Resonant Leadership,

Workplace Empowerment, and. CJNR (Canadian

Journal of Nursing Research), 45(4), 108-128.

Walston, L. E. (2012). Structural empowerment and job

satisfaction among nurses.

Waqar, S., & Hamid, S. (2016). JOB SATISFACTION

AMONG NURSES IN PUBLIC AND PRIVATE

HOSPITALS OF RAWALPINDI AND

ISLAMABAD. Pakistan Journal of Public Health,

6(4), 44-48.

Waqas, A., Bashir, U., Sattar, M. F., Abdullah, H. M.,

Hussain, I., Anjum, W., . . . Arshad, R. (2014).

Factors influencing job satisfaction and its impact

on job loyalty. International Journal of Learning

and Development, 4(2), 141-161.

Warshawsky, N. E., & Havens, D. S. (2014). Nurse manager

job satisfaction and intent to leave. Nursing

economic$, 32(1), 32.

Warshawsky, N. E., Lake, S. W., & Brandford, A. (2013).

Nurse managers describe their practice

environments. Nursing administration quarterly,

37(4), 317-325.

Wong, C. A., Cummings, G. G., & Ducharme, L. (2013).

The relationship between nursing leadership and

patient outcomes: a systematic review update.

Journal of nursing management, 21(5), 709-724.

Wong, C. A., & Laschinger, H. K. (2013). Authentic

leadership, performance, and job satisfaction: the

mediating role of empowerment. Journal of

advanced nursing, 69(4), 947-959.

Yang, J., Liu, Y., Huang, C., & Zhu, L. (2013). Impact of

empowerment on professional practice

environments and organizational commitment

among nurses: A structural equation approach.

International Journal of nursing practice, 19(S1),

44-55.

Young-Ritchie, C., Laschinger, H. S., & Wong, C. (2009).

The effects of emotionally intelligent leadership

behaviour on emergency staff nurses’ workplace

empowerment and organizational commitment.

Nursing Leadership, 22(1), 70-85.



IJOART

satisfaction of registered nurses at public hospital … · prof. dr. syed amir gilani . lahore...

Documents