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

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, significant difference in authoritative style emerged when geographical distinctiveness is considered. Leadership styles varied by job classification and number of years in leadership role. Differences in achieving goals were observed based geographical distinctiveness. Managing change and achieving goals differed significantly by job classification and years in 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.