The Effect of Authentic Leadership and New Graduate Support on New Graduate Nurses' Job Satisfaction
Abstract
The purpose of this study was to test a theoretical model linking authentic leadership to new graduate nurses’ job satisfaction through its effect on new graduate support. This study was a secondary analysis of Time 1 baseline data collected in a two-wave national study of Canadian new graduate nurses, which used a non-experimental, predictive survey design. A convenience sample of 215 new graduate nurses with less than two years of experience, working in direct care, was obtained through The College of Nurses of Ontario. Hayes’ PROCESS macro for SPSS, version 3 was used to test the hypothesized simple mediation model. Overall, the model accounted for approximately 31% of the variance in Ontario new graduate nurses’ job satisfaction. Moreover, all four hypothesized direct and indirect relationships were found to be positive and significant. Findings suggested that authentic nursing leaders may contribute to improved new graduate support and new graduate nurse job satisfaction.
Keywords: authentic leadership, new graduate support, job satisfaction, retention, turnover, new graduate nurse, registered nurses, transition experience, nursing shortage