Leadership style, organizational culture, and high reliability organization practices among nurse leaders in a selected healthcare facility in the middle east: Basis for a program

Aloyseus Harry Benito Marayag; Susy Jael; Jolly Balila; Beryl Ben Mergal; Lualhati Sausa; Carmela Malabat

doi:10.53730/ijhs.v9n1.15598

Authors

Aloyseus Harry Benito Marayag
marayag.aloyseus@icloud.com
Adventist University of the Philippines, Philippines & Cleveland Clinic Abu Dhabi, United Arab Emirates
Susy Jael Adventist University of the Philippines, Philippines
Jolly Balila Adventist University of the Philippines, Philippines
Beryl Ben Mergal Adventist University of the Philippines, Philippines
Lualhati Sausa Adventist University of the Philippines, Philippines
Carmela Malabat Adventist University of the Philippines, Philippines

Keywords:

healthcare programs, High Reliability Organization (HRO) practices, leadership style, nurse leaders, organizational culture

Abstract

This quantitative descriptive-correlational study determined the relationship between leadership styles, organizational culture, and High Reliability Organization Practices (HRO) among 215 nurse leaders. It also sought the differences when geographical distinctiveness, job classification, and number of years in leadership role were considered. Results revealed a “very high” prevalence of participative and “high” prevalence of authoritative and delegative styles. Organizational culture was “highly” practiced, and HRO practices were rated “very high”—a significant relationship between leadership style, organizational culture, and HRO practices. Moreover, a considerable difference in authoritative style emerged when geographical distinctiveness is considered. Leadership styles varied by job classification and number of years in a leadership role. Differences in achieving goals were observed based on geographical distinctiveness. Managing change and achieving goals differed significantly by job classification and years in a leadership role. However, HRO practices did not significantly differ by geographical distinctiveness. Self-efficacy varied across job classifications, but organizational risk response did not. Additionally, managing change and achieving goals differed by leadership tenure, while teamwork coordination did not. These results support the importance of company culture and leadership in promoting HRO practices.

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