Organizational Behavior and Leadership Styles Among Hospital Administrators on Nurses’ Safety
DOI:
https://doi.org/10.5281/zenodo.21337905Keywords:
nurse safety, hospital administration, organizational behavior, patient safety culture, leadership styles, private hospitalsAbstract
This study examined the organizational behavior and leadership styles of hospital administrators and their relationship with nurses’ safety in selected private hospitals in Iligan City. A quantitative descriptive-correlational design with predictive analysis was employed among 150 registered nurses selected from a population of 357 through stratified random sampling across major hospital units. Data were gathered using a researcher-adapted and expert-validated questionnaire based on the Hospital Survey on Patient Safety Culture and selected leadership constructs. Weighted mean and standard deviation described the variables, Pearson product-moment correlation tested their relationships, and multiple regression identified predictors of nurses’ safety. Organizational behavior was rated high overall (M = 4.27, SD = 0.62), with patient safety culture receiving the highest domain mean (M = 4.32). Leadership styles were also rated high (M = 4.15, SD = 0.62), led by transformational leadership (M = 4.27), while nurses’ safety was high (M = 4.22, SD = 0.634). Nurses’ safety was strongly and positively related to organizational behavior (r = .799, p < .001) and leadership styles (r = .815, p < .001). The regression model was significant, F = 54.60, p < .001, and explained 72.9% of the variance in nurses’ safety. Patient safety culture (β = .314, p = .004), servant leadership (β = .259, p = .005), and situational leadership (β = .217, p = .031) emerged as significant predictors. The findings indicate that nurse safety is strengthened when hospital systems combine a well-established patient safety culture with supportive, service-oriented, and adaptive leadership. Hospital administrators should therefore align patient and personnel safety initiatives, strengthen non-punitive reporting and staff support, and develop servant and situational leadership competencies.
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