الفهرس 
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Abstract
Nurse managers have major responsibility in implementing the vision, mission, philosophy, core values, standards of the organization, and nursing services within their defined areas of responsibility. Leaders may adopt various styles of leadership; the choice depends on diverse factors such as personality traits of leaders, followers’ acceptance of the leaders, their readiness, task complexity and the norms and values embraced by the organizational members. Leadership style is especially important to motivate employees’ commitment to fulfill organizational objectives and enhance job performance. Organizational commitment is the employee psychological relationship with the organization.
The aim of the present study was identifying the effect of nurse managers’ leadership styles on staff nurses’ organizational commitment. It was carried out at Nasser Institute affiliated to the Specialized Medical Centers using a descriptive correlational design. The study subjects consisted of two groups by a simple random sampling technique was used in recruiting the required sample.
First group: 80 nurse managers out from 93 were participated in the study, were included in the study setting after exclusion of the ten who participated in the pilot study, and two were on maternity leaves and one was on travel leave. They had more than one year experience and accepted to participate in the study.
Second group: 174 staff nurses out from 483, they had more than one year experience and accepted to participate in the study setting.
Sample size: Epi Info was calculated to estimate an expected commitment rate of 50% or higher with 3% standard deviation at 95% level of confidence. Using Epi Info software program for sample size guided by 36% from the total number of staff nurses= 483 with type of error= 5%, power of the test =80% and confidence level =95%, the required sample size was 174 subjects.
Tools of data collection: Two tools were used to collect data. First tool: This tool consisted of two parts as follows: Part I: Leadership style questionnaire: This part intended to assess different styles of leadership among nurse managers. Part II: Socio-demographic data: This part aimed at collecting data about demographic characteristics of the study subjects. Second tool: This tool consisted of two parts as follows:
Part I: Organizational Commitment Questionnaire: This part aimed at determined of the level of organizational commitment among staff nurses. Part II: Socio-demographic data: This was concerned with staff nurses’ to collect data about their socio-demographic characteristics
The main study findings were as follows.
The democratic leadership style was the most highly used by (63.8%) of nurse managers’, while the laissez-faire style was the least (11.3%).
The use of the democratic and autocratic styles was significantly higher among older age nurse managers, with diploma degree in nursing, and longer experience.
A statistically significant negative correlation was revealed between nurse managers’ scores of autocratic and laissez-faire leadership styles.
Nurse managers’ age and experience had significant positive correlations with the autocratic leadership style and negative correlations with the laissez-faire style.
The nursing qualification of nurse managers had significant negative correlations with the autocratic leadership style and positive correlation with the laissez-faire style.
In multivariate analysis, the only significant independent positive predictor of nurse managers’ autocratic leadership score was their age.
The areas of highest commitment among the staff nurses were those related to feeling expertise at work (78.7%), anticipation (76.4%, and trust (67.8%). Conversely, the lowest areas were those of compliance (42.0%), equity (54.6%), and identification (55.7%).
Overall, 54.6% of staff nurses had high total commitment level.
Significantly staff nurses with high commitment level were among the older, with diploma degree in nursing, and more experience years.
Significant positive correlations were shown among the scores of the various domains of commitment of staff nurses.
Staff nurses’ age and experience had significant positive correlations with all domains of commitment except for the domain of trust.
The nursing qualification of staff nurses had significant negative correlations with all domains of commitment, except for the domain of resistance.
The autocratic leadership style had significant negative correlations with the commitment domains of identification, equity, and compliance, in addition to the total commitment (r=-0.232).
The democratic style had significant positive correlations with all domains of commitment.
The laissez-faire style had a significant positive correlation with the compliance domain of commitment (r=0.237).
The significant independent positive predictors of staff nurses’ commitment were nurse managers’ democratic leadership score and staff nurses’ experience years. Conversely, the autocratic leadership style was a negative predictor.
In conclusion, the nurse managers in the study setting are mainly using the democratic leadership style. Only slightly more than half of the staff nurses have high total commitment level. Nurse managers’ democratic leadership score is a positive predictor of staff nurses’ commitment, while the autocratic style score is a negative predictor.
The study recommends that nurse managers should involve staff nurses in decision-making, should treat their staff nurses fairly since the commitment area of equity turned to be low among staff nurses, frequent meetings between staff nurses and their nurse managers and suitable rewards are needed to improve staff nurses’ commitment.