ORGANIZATIONAL COMMITMENT OF LEADERS OF NURSING (JOB SATISFACTION, FACULTY, DEANS, ILLINOIS).
Contributors: Northwestern University (Evanston, Ill.)
Published: 1986
Number of pages: 240
Subjects: Education, Health.; Education, Administration.; Health Sciences, Nursing.
Description: The purpose of this descriptive study was to determine whether there was a relationship between the organizational commitment of leaders to three organizations: the college of nursing, the university, and the affiliated hospital with which the dean identifies most closely, and the organizational commitment of subordinates to the college of nursing.

A population of deans of the 18 NLN accredited schools of nursing with a generic baccalaureate program in nursing in the state of Illinois was used as the leader in this study. A sample of 100 faculty members from the same 18 schools of nursing was selected using a stratified random sampling procedure.

Survey instruments were mailed to the deans and faculty members, with 13 (72%) of the deans and 79 percent of the faculty members responding. Participating deans were subsequently interviewed.

The leader-commitment model was introduced and served as a basis for the examination of the four hypotheses of the study. These hypotheses tested the components of the model related to personal characteristics of the leader and subordinate and organizational characteristics. The personal characteristics were historical precedence, educational preparation, role expectations, and organizational identification. Organizational characteristics included functions and goals, historical precedence, and role expectations.

The basic methodology used in this study for data analysis was descriptive statistics.

The results of the study indicate that: (1) faculty commitment is associated with how committed the faculty perceive the dean to be to the three organizations; (2) deans graduating from diploma schools, in most instances, expressed greater commitment to the affiliated hospital than the two deans graduating from baccalaureate programs; (3) role expectations of leaders as perceived by leaders and subordinates differed; (4) role expectations of leaders were associated with selected variables; (5) deans scored higher than faculty members on all JDI subscales, indicating that deans are more satisfied as a group than are faculty members.

Further development of the leader-commitment model is recommended.
Notes: Source: Dissertation Abstracts International, Volume: 47-06, Section: A, page: 2032.

Thesis (PH.D.)--NORTHWESTERN UNIVERSITY, 1986.

School code: 0163.