ABSTRACT Background Authentic leadership holds great potential to impact positive nursing and organizational outcomes. However, authentic leadership's connection to organizational culture, self‐efficacy, and work engagement remains underreported. Aims To investigate the associations of authentic leadership, organizational culture, self‐efficacy, and work engagement among nurses. Methods Cross‐sectional and correlational design employing consecutive sampling in recruiting nurses ( n = 534) between May and October 2024. Four validated self‐report scales were used to collect data. Structural equation modeling analysis was used to examine the study variables' interrelationships. Results Organizational culture significantly predicted authentic leadership ( β = 0.91, p = 0.004), while authentic leadership significantly influenced both self‐efficacy ( β = −0.16, p = 0.041) and work engagement ( β = 0.57, p = 0.001). Meanwhile, self‐efficacy directly and positively influences work engagement ( β = 0.24, p = 0.002). Organizational culture had significant indirect effects on both self‐efficacy ( β = −0.14, p = 0.042) and work engagement ( β = 0.48, p = 0.001) through the mediation of authentic leadership. Finally, self‐efficacy mediated the association between authentic leadership and work engagement ( β = −0.04, p = 0.002). Linking Evidence to Action The study shed light on the complex and interwoven relationships among several essential constructs—specifically, authentic leadership, organizational culture, self‐efficacy, and work engagement. These factors collectively contribute to the creation and maintenance of a dynamic and supportive working environment for nurses.
Rizal Angelo N. Grande (Thu,) studied this question.
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