Premium
Change‐related expectations and commitment to change of nurses: the role of leadership and communication
Author(s) -
PORTOGHESE IGOR,
GALLETTA MAURA,
BATTISTELLI ADALGISA,
SAIANI LUISA,
PENNA MARIA PIETRONILLA,
ALLEGRINI ELISABETTA
Publication year - 2012
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1111/j.1365-2834.2011.01322.x
Subject(s) - structural equation modeling , continuance , psychology , social psychology , organizational commitment , nursing management , change management (itsm) , business , nursing , marketing , medicine , statistics , mathematics , lean manufacturing
portoghese i., galletta m., battistelli a., saiani l., penna m.p. & allegrini e. (2012) Journal of Nursing Management 20, 582–591 Change‐related expectations and commitment to change of nurses: the role of leadership and communication Aim The purpose of this study was to test a theoretical model linking the impact of expectations on commitment to change and to explore whether change‐related communication is a mediating variable between leader–member exchange and expectations. Background Expectations for change outcomes are an important condition to increase nurses’ commitment to change. To understand the role of leadership and communication in expectations development is crucial to promote commitment to change. Method A predictive, non‐experimental design was used in a random sample of 395 nurses. Structural equation modelling was used to analyse the hypothesized model. Results Positive expectations had a direct effect on affective commitment to change, whereas negative expectation had a direct effect on continuance commitment to change. Leader–member exchange and communication influenced nurse’s expectations about change. Communication partially mediated the relationship between Leader–member exchange and expectations. Conclusion These findings suggested that nurses’ expectation about change were strongly linked to commitment to change. Furthermore, the enhancement of communication and relationship with leader contributed to the development of positive and negative expectations. Implications for nursing management Strategies to promote commitment to change include developing positive expectations about change outcomes and building high‐quality leadership style oriented to the communication.