Journal of Nursing Management, 2010, 18, 993–1003

Authentic leadership of preceptors: predictor of new graduate

nurses' work engagement and job satisfaction

1 2 3
LISA M. GIALLONARDO RN, MScN , CAROL A. WONG RN, PhD and CARROLL L. IWASIW RN, EdD
1
Faculty, Sheridan College, Brampton, Ontario, Canada, 2Assistant Professor, University of Western Ontario and
3
Professor, University of Western Ontario, London, Ontario, Canada

Correspondence G I A L L O N A R D O L . M ., W O N G C . A . & I W A S I W C . L .
(2010) Journal of Nursing Management 18,
Lisa Giallonardo 993–1003
School of Community Authentic leadership of preceptors: predictor of new graduate nurses' work
and Liberal Studies engagement and job satisfaction
Sheridan College
Brampton, Ontario Aim To examine the relationships between new graduate nursesÕ perceptions of
Canada preceptor authentic leadership, work engagement and job satisfaction.
E-mail: lisa.giallonardo@sherdianc. Background During a time when the retention of new graduate nurses is of the
on.ca upmost importance, the reliance on preceptors to facilitate the transition of new
graduate nurses is paramount.
Methods A predictive non-experimental survey design was used to examine the
relationships between study variables. The final sample consisted of 170 randomly
selected Registered Nurses (RNs) with <3 years experience and who worked in an
acute care setting.
Results Hierarchical multiple regression demonstrated that 20% of the variance in
job satisfaction was explained by authentic leadership and work engagement.
Furthermore, work engagement was found to partially mediate the relationship
between authentic leadership of preceptors and engagement of new graduate nurses.
Conclusions New graduate nurses paired with preceptors who demonstrate high
levels of authentic leadership feel more engaged and are more satisfied. Engagement
is an important mechanism by which authentic leadership affects job satisfaction.
Implications for nursing management Managers must be aware of the role pre-
ceptorsÕ authentic leadership plays in promoting work engagement and job satis-
faction of new nurses.
Keywords: authentic leadership, job satisfaction, new graduate nurses, preceptors, work
engagement

Accepted for publication: 7 April 2010

shortages, advanced medical technology, high patient

Introduction
The retention of new graduate nurses in the
workplace is essential for healthcare systems to
deliver quality patient care. TodayÕs new graduates
enter a chaotic workplace characterized by nursing
DOI: 10.1111/j.1365-2834.2010.01126.x
ª 2010 The Authors. Journal compilation ª 2010 Blackwell Publishing Ltd
acuity and scarce resources (Scott et al. 2008). The
inability to handle intense working environments has
resulted in new graduate nurse turnover rates of
35–65% within the first year of employment (Beecroft
et al. 2008).
993
L. M. Giallonardo et al.
The role work engagement and job satisfaction play
in staff retention has received considerable attention in
both nursing and management literature. Researchers
have found job satisfaction to be a predictor of absen-
teeism, burnout, turnover and intent to quit (Shields &
Ward 2001, Lu et al. 2005). Furthermore, significant
relationships have been found between work engage-
ment, job satisfaction, job performance and retention
(Harter et al. 2002, Schaufeli & Bakker 2004, Lasch-
inger & Leiter 2006, Simpson 2009). Subsequently,
nurse educators and administrators have been chal-
lenged to facilitate the transition of new graduates to
the workplace in a way that develops engagement and
fosters satisfaction, thus improving retention.
The term ÔtransitionÕ refers to the period of time when
a new graduate nurse undergoes a process of learning
and adjustment in order to acquire the skills, knowledge
and values required to become a functioning member of
the healthcare team (Delaney 2003). The transition
from student to practicing nurse is widely recognized as
a difficult Ôright of passageÕ (Tradewell 1996 p. 184) in
which new nurses undergo a process of socialization to
their working environment. In order to facilitate the
transition of new graduate nurses to the workplace, a
preceptor model of orientation, termed the ÔNew
Graduate InitiativeÕ (NGI), has been implemented in
hospitals in Ontario, Canada.
Preceptorship involves a one-to-one pairing of a
practitioner with a less experienced learner who is
striving to achieve a set of mutually defined learning
objectives (Bourbonnais & Kerr 2007). The NGI is
characterized by a nurse preceptor providing individu-
alized supervision, support and teaching to a new
graduate nurse, for a minimum of 12 weeks (Govern-
ment of Ontario 2006). Preceptorship has been found to
help new graduate nurses identify with the positive
professional attitudes and behaviours needed for pro-
fessional socialization (Speers et al. 2004, Hayes &
Sexton Scott 2007) and bridge the gap between practice
and education (Myrick & Young 2005). Furthermore,
there is an overwhelming body of literature that reports
improved retention of new graduate nurses resulting
from preceptored work experience (Janiszewski Goodin
2003, Almada et al. 2004, Halfer & Graf 2006, Tanna
2006, Newhouse et al. 2007).
Despite the positive new graduate nurse outcomes
that have been attributed to preceptorship, there is
limited data regarding the relationship between the
leadership behaviours of preceptors and the profes-
sional attitudes and behaviours of new graduate nurses.
Of the limited body of research that has focused on
preceptor leadership, leadership is often restricted to
994 ª 2010 The Authors. Journal compilation ª 2010 Blackwell Publishing Ltd, Journal of Nursing Management, 18, 993–1003
autocratic, democratic, laissez-faire or bureaucratic
leadership styles (Lockwood-Rayermann 2003) and is
descriptive in nature (Delaney 2003, Fox et al. 2005).
Applying the concept of authentic leadership to pre-
ceptors may provide insight into the ways in which
preceptor leadership influences the professional atti-
tudes and behaviours of new graduate nurses.
Authentic leadership is a process that Ôdraws from
both positive psychological capacities and a highly
developed organizational context, which results in both
greater self-awareness and self-regulated positive
behaviours on the part of leaders and associates, fos-
tering positive self-developmentÕ (Luthans & Avolio
2003, p. 243). In their theory of authentic leadership,
Avolio et al. (2004) suggest that authentic leaders are
able to enhance the engagement and satisfaction of
followers by strengthening their identification with the
leader and organization and promoting hope, trust,
optimism and positive emotions.
The appropriateness of conceptualizing preceptors as
authentic leaders is evident in the parallels between the
authentic leader–follower relationship and the precep-
tor–preceptee relationship. As discussed by Myrick and
Young (2005), the cornerstone of effective preceptor-
ship is the Ôauthentic connectionÕ, which characterizes
the preceptor–preceptee relationship. In order to
achieve authenticity, a preceptor embarks on an open
and transparent relationship in which he/she is Ôa posi-
tive role model even during adverse, critical or frus-
trating situationsÕ and Ôdemonstrates leadership skills in
terms of setting priorities, making sound decisions, and
being a role modelÕ (Speers et al. 2004 p. 129). These
interactions allow for a richer understanding of the
nursing culture (Schumacher 2007), and a smoother
transition for new graduates from student to practicing
nurse. Therefore, the purpose of this study was to
examine the relationships between new graduate nursesÕ
perceptions of preceptor authentic leadership and their
work engagement and job satisfaction.
Theoretical framework
The theoretical framework guiding this study integrates
Avolio et al.Õs (2004) model of authentic leadership
with Schaufeli and BakkerÕs (2004) concept of work
engagement. As depicted in Figure 1, it is proposed that
authentic leadership creates the authentic connection
that fosters employee engagement, which in turn, results
in job satisfaction. Thus, work engagement is concep-
tualized as the mechanism through which authentic
leadership of preceptors predicts new graduatesÕ job
satisfaction.

Self-awareness
Relational
transparency
Authentic Work
leadership engagement
Internalized moral
perspective
Balanced
processing Vigor Absorption Dedication
Figure 1
Theoretical framework.
Avolio et al. (2004) conceptualize authentic leaders
as those who act in accordance with what they believe
and who interact in an open and transparent manner
with others. Authentic leadership involves the ongoing
processes whereby leaders and followers gain self-
awareness and establish open, transparent, trusting and
genuine relationships with others (Luthans & Avolio
2003). The core components of authentic leadership are
self-awareness, relational transparency, internalized
moral perspective and balanced processing (Walumbwa
et al. 2008a).
Self-awareness is the process of Ôhaving awareness of,
and trust in, oneÕs motives, feelings, desires, and self-
relevant cognitionsÕ (Kernis 2003, p. 13). It is an
ongoing process whereby authentic leaders come to
understand their unique talents, strengths, values and
purpose (Avolio et al. 2004). Gardner et al. (2005)
assert that authentic leaders will be relationally trans-
parent in expressing their true emotions and feelings to
followers. Such behaviour promotes trust through dis-
closures that involve openly sharing information while
trying to minimize displays of inappropriate emotions
and expressions (Kernis 2003). The inherent ethical/
moral competent of authentic leaders, termed interna-
lized moral perspective (Avolio & Gardner 2005), is a
form of self-regulation that is guided by internal
moral standards and values rather than group, organi-
zation and societal pressures (Walumbwa et al. 2008a).
Balanced processing refers to the process of objectively
analysing all relevant data and soliciting othersÕ views
before coming to a decision (Luthans & Avolio 2003).
Work engagement refers to a persistent and pervasive
positive work-related state of mind (Schaufeli & Bakker
2004). It is characterized by feelings of vigour, dedica-
tion and absorption (Schaufeli et al. 2006). Vigour is
characterized by high levels of energy and mental
resilience while working, the willingness to invest effort
in oneÕs work and persistence even in the face of diffi-
culties. Dedication refers to being strongly involved in
oneÕs work and experiencing a sense of significance,
enthusiasm, inspiration, pride and challenge. Absorp-
ª 2010 The Authors. Journal compilation ª 2010 Blackwell Publishing Ltd, Journal of Nursing Management, 18, 993–1003
Authentic leadership of preceptors
tion is characterized by being fully concentrated and
happily engrossed in oneÕs work, whereby time passes
quickly and one has difficulties with detaching oneself
Job
satisfaction from work. According to Schaufeli and Bakker (2004),
engagement results from job resources (feedback, sup-
port and supervisory coaching), and serves as the
impetus for increased job satisfaction and decreased
turnover.
Related research
Leadership of preceptors
Preceptors are widely accepted as clinical leaders (Billay
& Myrick 2007). They are expected to be role models,
nurturing, compassionate and experts in clinical
knowledge (Speers et al. 2004); however, there are no
explicit expectations of leadership abilities. Conse-
quently, very few researchers have explored the lead-
ership of preceptors.
In a study of 23 undergraduate nursing students,
Zilembo and Monterosso (2008) found preceptees re-
quire leadership from their preceptors to develop psy-
chomotor skill competencies. Within this study, the
characteristics of purposefulness, clinical competence,
support and motivation were identified as the most
important leadership qualities in preceptors. In addi-
tion, Lockwood-Rayermann (2003) suggested preceptor
leadership style and preceptee personality must be
appropriately matched for new graduate nurses to suc-
cessfully transition from student to professional nurse.
This research, although seminal in the field, classifies
leadership in terms of autocratic, democratic, laissez-
faire and bureaucratic styles resulting in a narrow rep-
resentation of preceptor leadership.
Work engagement
The study of work engagement, as conceptualized by
Schaufeli and Bakker (2004), is minimally noted
within the nursing literature. Laschinger et al. (2009)
found work engagement to be a significant mediator
between empowerment and perceived effectiveness for
both new graduate and experienced nurses. In a study
of medical surgical nurses, Simpson (2009) found large
significant positive correlations between employee
engagement and turnover intentions and job satis-
faction. In addition, hierarchical multiple regression
revealed 46% of the variability in work engagement
was accounted for by registered nursesÕ satisfaction
with their professional status, interaction at work and
intention to quit.
995
L. M. Giallonardo et al.
Although there is limited nursing research utilizing
Schaufeli and Bakker’s (2004) conceptualization of work
engagement, its focus of study continues to evolve within
psychology and business literature. Walumbwa et al.
(2008b), found a positive relationship between authentic
leadership and work engagement. Schaufeli and Bakker
(2004) found a particularly strong and consistent rela-
tionship between availability of job resources and work
engagement. There was also a somewhat weaker, but
still significant negative relationship between engage-
ment and turnover intentions. Similarly, Harter et al.
(2002) demonstrated that employee engagement is neg-
atively associated with turnover and positively associ-
ated with job satisfaction.
Job satisfaction
Job satisfaction is conceptually defined as Ôthe extent to
which employees like their jobsÕ (Stamps 1997, p. 13).
The concept of job satisfaction has been consistently
present in nursing research for decades; however,
emphasis on job satisfaction of new graduate nurses has
recently increased in response to the current and
anticipated nursing shortage (Craft Morgan & Lynn
2009).
The positive relationship between authentic leader-
ship and job satisfaction was reported by Walumbwa
et al. (2008a). Although there is no published nursing
research reporting the effect of authentic leadership on
the job satisfaction of new graduate nurse, several
studies identified leadership as a strong contributing
factor to the level of job satisfaction new graduate
nurses experience. McNeese-Smith (1995) found sig-
nificant relationships between leadership behaviours of
managers and job satisfaction of nurses in two corre-
lational studies. Utilizing the Leadership Practices
Inventory (Kouzes & Posner 1995), Loke (2001) found
29% of Singaporean staff nursesÕ job satisfaction was
explained by their managersÕ leadership behaviour.
Furthermore, in a study involving over 2000 nurses
from 19 Canadian teaching hospitals, hierarchical lin-
ear modelling determined that nurse managersÕ leader-
ship had significant positive influence on nursesÕ
perceptions of job satisfaction (Doran 2003).
Job satisfaction as a predictor of new graduate turn-
over has been reported in several studies. FangÕs (2001)
study of Singaporean nurses demonstrated that job
satisfaction was significantly negatively related to
turnover intention and intention to quit with approxi-
mately 41% of the variance in turnover cognition
explained by job satisfaction. In addition, Lu et al.
(2007) found there was a negative relationship between
996 ª 2010 The Authors. Journal compilation ª 2010 Blackwell Publishing Ltd, Journal of Nursing Management, 18, 993–1003
new graduate nursesÕ job satisfaction and intention to
leave their place of employment.
Hypotheses
Based on Avolio et al.Õs (2004) theory of authentic
leadership and a review of the literature, we hypothe-
sized that:
• New graduate nursesÕ perceptions of preceptor
authentic leadership positively predict work engage-
ment and job satisfaction.
• New graduate nursesÕ work engagement mediates the
relationship between their perceptions of preceptor
authentic leadership and job satisfaction.
Methods
Design and sample
A non-experimental, predictive survey design was used
to test the model. Ethical approval for this study was
received from the University of Western Ontario Ethics
Review Board. The sample of nurses used in this study
was randomly selected from the College of Nurses of
Ontario (CNO) registry list. Initially, nurses working in
acute care settings, with <2 years nursing experience
were sought. The inclusion criteria were later modified
to include new graduate nurses with less than or equal
to 3 years of nursing experience because the timing of
sample collection coincided with the timing of annual
membership renewal, resulting in the majority of the
sample having more than 2 years working experience.
In order to determine the appropriate sample size for
this study, a power analysis was conducted. Based on an
alpha of 0.05 and a power level of 0.80 (Faul et al.
2007), the calculation revealed that 68 participants
were required to detect a moderate effect size (0.15).
However, 500 participants were sought to participate in
this study to account for lower response rates typically
found with mailed surveys (Polit & Beck 2008),
movement of new graduate nurses from employers and
the potential loss of participants from errors on the
registry list. The final sample consisted of 170 ques-
tionnaires (response rate = 39%).
Complete demographic characteristics are presented
in Table 1. Consistent with the demographic profile of
new nurses in Ontario (CNO 2008), the majority of
nurses in the sample were female (91.8%), attended a
4-year BScN programme (92.4%) and were employed
full-time (75.3%). New graduate nurses averaged
28 years of age, 22 months experience in nursing and
2.45 years since graduation. Medical–surgical was the
 Authentic leadership of preceptors

Table 1 Table 2
Demographic characteristics of the sample (n = 170) Reliability analysis, means and standard deviations for instrument
scales and subscales
Demographic Frequency (n) Per cent %
Number of Alpha
Gender Instrument items coefficient Mean SD
Female 156 91.8
Male 14 8.2 Authentic leadership 16 0.91 3.05 0.62
Employment status questionnaire
Full-time 128 75.3 Subscales
Part-time 36 21.2 Relational transparency 5 0.71 3.18 0.60
Casual 6 3.5 Balanced processing 3 0.69 2.90 0.77
Type of program Self awareness 4 0.88 2.79 0.86
4 year BScN 157 92.4 Internalized moral 4 0.83 3.26 0.64
Accelerated BScN 13 7.6 perspective
Specialty area Utrecht work engagement 17 0.86 3.98 0.61
Medicine-surgery 78 45.9 scale
Critical care 26 15.3 Ubscales
Emergency 25 14.7 Vigor 6 0.72 3.77 0.70
Maternal-child 15 8.8 Absorption 5 0.60 3.85 0.71
Paediatrics 14 8.2 Dedication 6 0.82 4.53 0.79
Mental health 5 2.9 Index of work satisfaction 44 0.90 192.22 27.12
Peri-operative 4 2.3 Subscales
Undefined 3 1.8 Pay 6 0.84 23.36 6.62
Autonomy 8 0.72 37.77 6.37
N Mean SD Task requirements 6 0.74 19.76 5.58
Organizational policies 7 0.78 23.01 7.29
Age 169 27.81 5.94 Professional status 7 0.61 38.38 5.00
Months of experience in 165 21.83 7.35 Nurse–nurse interactions 5 0.83 25.72 6.02
work setting Nurse–physician interactions 5 0.89 24.24 6.04
Years since graduation 169 2.45 0.50

divided into the four authentic leadership subscales:

most common area of practice (45.9%), followed by
critical care (15.3%) and emergency (14.7%).
Data collection
Data were collected by mailed survey. Consistent with
the strategies advocated by Dillman (1978) to maximize
survey return rate, each participant was mailed a
package that included the questionnaire, letter of
information, a self-addressed stamped envelope and a
gift certificate for a local coffee shop. Two weeks after
the initial mailing, a reminder letter was sent to all non-
respondents. Then, 3 weeks after the second mailing, a
final package consisting of a follow-up letter, replace-
ment questionnaire and a self-addressed stamped
envelope was sent to all non-respondents. The response
rate in this study was lower than anticipated (39%),
albeit still acceptable.
Instrumentation
Three standardized self-report instruments were used to
measure study variables. The Authentic Leadership
Questionnaire (ALQ) (Avolio et al. 2007) was used to
measure new graduate nursesÕ perception of preceptor
authentic leadership. The ALQ consists of 16 items,
relational transparency, balanced processing, self
awareness and internalized moral perspective. Confir-
matory factor analysis has supported the validity of the
fours dimensions of authentic leadership (Walumbwa
et al. 2008a). Items are rated on a five-point Likert scale
ranging from 0 = not at all to 4 = frequently, if not
always. Each subscale was averaged to produce a total
scale score between 0 and 4 with higher scores repre-
sentative of higher levels of authenticity. Acceptable
internal consistency has been consistently reported, as
evident by CronbachÕs alphas ranging from 0.70 to 0.90
(Walumbwa et al. 2008a) (see Table 2 for the alphas
obtained in this study).
The Utrecht Work Engagement Scale (UWES)
(Schaufeli & Bakker 2003) is a self-report questionnaire
and was used to measure the work engagement of new
graduate nurses in this study. The instrument consists of
17 items based on the components of work engagement:
vigor, dedication and absorption. Confirmatory factor
analyses have supported the three-dimensional structure
of the instrument (Schaufeli & Bakker 2006). Items are
rated on a seven-point Likert scale ranging from
0 = never to 6 = always, everyday. Each subscale was
averaged to produce a total scale score between 0 and 6
with higher scores representative of greater work
engagement. The internal consistency of the UWES has

ª 2010 The Authors. Journal compilation ª 2010 Blackwell Publishing Ltd, Journal of Nursing Management, 18, 993–1003 997
L. M. Giallonardo et al.
been consistently reported be 0.70 or greater (Schaufeli
et al. 2006) and in the present study, the alphas were
acceptable expect for the absorption subscale which
was 0.60.
Job satisfaction among study participants was
assessed using Part B of the Index of Work Satisfaction
scale (IWS) (Stamps 1997). This instrument consists of
44 items divided into six subscales: pay, autonomy, task
requirements, organizational policies, professional sta-
tus and interaction. Items are rated on a seven-point
Likert scale ranging from ranging from 1 = strongly
agree to 7 = strongly disagree. The responses to each
item were summed to obtain the Total Scale Score
(TSS), which represented the participantsÕ current level
of job satisfaction. Possible scores range from 44 to
308, with higher scores indicating higher job satisfac-
tion. Acceptable internal consistencies of 0.77–0.91
have been consistently reported (Stamps 1997, Zangaro
& Soeken 2005). In the present study, CronbachÕs
reliability coefficient for the IWS was 0.89; subscales
ranged from 0.60 to 0.89, with the subscale of profes-
sional status resulting in an alpha of <0.70.
A researcher-developed demographic questionnaire
was included to elicit descriptive information about
participantsÕ age, gender, year of graduation, type of
nursing programme attended, academic institution
attended, length of employment in the current work
setting, employment status, speciality area and precep-
torship experience.
Data analysis
Statistical analyses were conducted using the Statistical
Package for Social Sciences (S P S S ), version 16.0 (SPSS
Inc. 2007). Descriptive statistics were computed on all
study variables. PearsonÕs correlations, hierarchical
multiple regression and mediation analysis (Baron &
Kenny 1986) were used to test the study hypotheses.
Consistent with the assumptions outlined by Polit and
Beck (2008), data were normally distributed and a lin-
ear relationship existed between the independent vari-
able (authentic leadership) and dependent variables
(work engagement and job satisfaction).
The means and standard deviations for the major
study variables are summarized in Table 2. New
graduate nurses perceived their preceptors to have a
moderate level of authentic leadership (M = 3.05, SD
= 0.62). As these groups have not been studied in
authentic leadership research, no direct comparisons
could be made with other like groups.
New graduate nurses in this study were found to be
moderately engaged (M = 3.98, SD = 0.61). Of the
three subscales contributing to work engagement, new
998 ª 2010 The Authors. Journal compilation ª 2010 Blackwell Publishing Ltd, Journal of Nursing Management, 18, 993–1003
graduate nurses in this study reported dedication
(M = 4.53, SD = 0.79) the highest engagement factor,
followed by absorption (M = 3.85, SD = 0.71) and
vigour (M = 3.77, SD = 0.70). These findings are sup-
ported by Laschinger et al. (2009) and Simpson (2009)
who reported similar findings in their study of new
graduate nurses.
Similar to findings from related research (Ea et al.
2008, Simpson 2009), the level of job satisfaction, or
TSS for this sample, was in the third quartile (between
the 50th and 75th percentile) (M = 192.22, SD = 27.12)
of the highest possible score of 308, indicating a mod-
erate level of job satisfaction (Stamps 1997). In the
present study, new graduate nurses reported profes-
sional status (M = 38.38, SD = 5.00) to be the most
satisfying aspect of their work, followed by autonomy
(M = 37.77, SD = 6.37), nurse–nurse interaction
(M = 25.72, SD = 6.02) and nurse–physician interac-
tion (M = 24.24, SD = 6.04). Conversely, new graduate
nurse in this study found task requirements (M = 19.76,
SD = 5.58), organizational policies (M = 23.01, SD =
7.29) and pay (M = 23.36, SD = 6.62) to be the most
dissatisfying.
No significant relationships were found between the
demographic variables (age, gender, type of nursing
programme attended, employment status, speciality
area, number of preceptors and participation in the
NGI) and the major study variables (authentic leader-
ship, work engagement and job satisfaction).
Tests of hypotheses
In the first hypothesis, preceptor authentic leadership
and work engagement were posited to positively predict
job satisfaction in new graduate nurses. Hierarchical
multiple regression revealed 15% of the variance in job
satisfaction was explained by work engagement
(R2 = 0.15, F = 29.01, P < 0.01). When authentic
leadership was entered into the regression, work
engagement and authentic leadership accounted for
20% of the variance in job satisfaction (R2 = 0.20,
F = 20.24, P < 0.01). Furthermore, work engagement
and preceptor authentic leadership were both significant
independent predictors of job satisfaction (ß = 0.34,
t = 4.80, P < 0.01 and ß = 0.22, t = 3.02, P < 0.01).
Further analysis of the correlations among major
study variables showed that new graduate nursesÕ per-
ceptions of preceptor authenticity were positively
related to new graduate nursesÕ work engagement
(r = 0.21, P < 0.01) (see Table 3). Authentic leadership
was most strongly related to dedication (r = 0.29,
P < 0.01) followed by vigour (r = 0.19, P < 0.05).
 Authentic leadership of preceptors

Table 3 independent and dependent variables must be signifi-

Correlations between authentic leadership and work engagement
Work
engagement Vigor Absorption Dedication
Authentic leadership 0.21** 0.19** 0.09
Relational transparency 0.19** 0.13* 0.12
Balanced processing 0.18** 0.15* 0.10
Self awareness 0.14** 0.16* 0.01
Internalized moral 0.24** 0.21** 0.12
perspective
*P < 0.05, one-tailed. **P < 0.01, one-tailed.
However, no significant relationships were found
between authentic leadership and the absorption sub-
scale of work engagement. Overall, small yet significant
positive relationships were found between work
engagement and the authentic leadership variables of
relational transparency, balanced processing, self-
awareness and internalized moral perspective (r = 0.19,
P < 0.01; r = 0.18, P < 0.01; r = 0.14, P < 0.01;
r = 0.24, P < 0.01, respectively).
Relationships between authentic leadership and job
satisfaction and work engagement and job satisfaction
were also examined (see Table 4). The highest positive
correlations were found between work engagement and
professional status of new graduate nurses (r = 0.47,
P < 0.01) and authentic leadership and nurse–nurse
interaction (r = 0.41, P < 0.01). No significant rela-
tionships were found between authentic leadership and
pay, authentic leadership and organizational policies,
work engagement and pay, and work engagement and
organizational policies (P > 0.05).
In the second hypothesis, it was proposed that work
engagement mediates the relationship between
authentic leadership and job satisfaction. According to
Baron and Kenny (1986), four conditions are necessary
to establish mediation: (1) the independent and medi-
ating variables must be significantly related, (2) the
cantly related, (3) the mediator and dependent variable
must be significantly related and (4) the relationship
between the independent variable and dependent var-
0.29** iable should be non-significant or weaker when the
0.24** mediator is added.
0.25** In the present study, authentic leadership was posi-
0.22**
0.31** tively related to work engagement (b = 0.21, P < 0.01),
thus, condition (1) was supported. Authentic leadership
was positively and significantly related to job satisfac-
tion (b = 0.29, P < 0.01) and, thus, supported condition
(2) for mediation. Work engagement was positively
related to job satisfaction (b = 0.34, P < 0.01) and,
thus, supported condition (3). Furthermore, results
show that, after work engagement was taken into
account, the effects of authentic leadership (b = 0.22,
P < 0.01) became weaker, albeit still significant, which
suggests partial mediation (Figure 2). To further assess
the significance of the mediation, a Sobel (1982) for
indirect effects was applied (Sobel test statistic = 2.44,
P = 0.01) (MacKinnon et al. 2002). Results show that
the mediating effect of work engagement for authentic
leadership and job satisfaction was significant. Thus,
Hypothesis two was partially supported.
Discussion
The purpose of the present study was to examine the
relationships between new graduate nursesÕ perceptions
of preceptor authentic leadership and their work
engagement and job satisfaction. Empirical support was
gained for Avolio et al.Õs (2004) contention that
authentic leadership impacts the work attitudes and
behaviours of employees. Specifically, new graduate
nurses who reported higher preceptor authentic lead-
ership reported greater work engagement. Increased
work engagement resulted in greater job satisfaction.
The findings also support the argument that work

Table 4
Correlations between authentic leadership and work engagement with job satisfaction

Job Task Organizational Professional Nurse-nurse Nurse-physician

satisfaction Pay Autonomy requirements policies status interaction interaction

Authentic leadership 0.29** 0.06 0.25** 0.15* 0.10 0.27** 0.41** 0.07
Relational transparency 0.26** 0.08 0.23** 0.13 0.12 0.21** 0.31** 0.08
Balanced processing 0.17** 0.07 0.13 0.06 0.04 0.18* 0.31** 0.01
Self awareness 0.25** 0.01 0.21** 0.16* 0.11 0.24** 0.39** 0.12
Internalized moral perspective 0.31** 0.07 0.31** 0.17* 0.05 0.32** 0.40** 0.12
Work engagement 0.39** 0.09 0.41** 0.24** 0.13 0.47** 0.23** 0.21**
Vigor 0.42** 0.07 0.42** 0.29** 0.19* 0.24** 0.26** 0.27**
Dedication 0.49** 0.10 0.44** 0.33** 0.17* 0.62** 0.32** 0.26**
Absorption 0.16** 0.09 0.24** 0.08 0.03 0.18* 0.07 0.06

*P < 0.05, one-tailed. **P < 0.01, one-tailed.

ª 2010 The Authors. Journal compilation ª 2010 Blackwell Publishing Ltd, Journal of Nursing Management, 18, 993–1003 999
L. M. Giallonardo et al.
(β = 0.21, P < 0.01) Work (β = 0.34, P < 0.01)
engagement
Authentic
leadership
(β = 0.22, P < 0.01)
Figure 2
Final model.
engagement partially mediates the relationship between
authentic leadership and job satisfaction.
As predicted in the first hypothesis, new graduate
nursesÕ perceptions of preceptor authentic leadership
and work engagement positively predicted job satis-
faction. In particular, when new graduate nurses in this
study perceived higher preceptor authentic leadership
and work engagement, they reported increased job
satisfaction. However, there was no significant differ-
ence in the work engagement and job satisfaction of
new nurses who took part in the NGI and those who
did not. This suggests that the quality of the precep-
torship relationship, as opposed to the length of time,
may play a greater role in predicting work-related
attitudes of new graduate nurses.
New graduate nursesÕ perceptions of preceptor
authentic leadership were positively related to their
perceptions of work engagement. Of the authentic
leadership dimensions, internalized moral perspective
had the highest correlation with work engagement. It is
expected that preceptors who acted consistently with
their moral principles, honesty and integrity, were able
to identify with new graduate nurses and keep them
engaged over time. Additionally, the relative impor-
tance of internalized moral perspective may speak to the
behavioural integrity of effective preceptors (Billay &
Myrick 2007) and the heightened level of personal
morality that resides within all nurses (Trailer 2004).
When compared with other dimensions of authentic
leadership, new graduate nursesÕ perceptions of pre-
ceptor self-awareness had the weakest correlation with
work engagement. Furthermore, the relatively low rat-
ing of preceptor self-awareness is problematic. As dis-
cussed by Avolio and Gardner (2005), perceptions of
self-awareness results from open positive exchanges
between leaders and followers. This suggests that
although new graduate nurses rated their preceptors to
be moderately authentic, their relationship may not be
marked by the authentic connection which characterizes
effective preceptorship experiences (Myrick & Young
2005). Consequently, preceptor preparatory pro-
grammes which focus on self-reflection and appraisal
may help preceptors develop their self-awareness and
1000 ª 2010 The Authors. Journal compilation ª 2010 Blackwell Publishing Ltd, Journal of Nursing Management, 18, 993–1003
more effectively communicate in the preceptorship
relationship.
No significant relationships were found between
Job authentic leadership and the absorption dimension of
satisfaction
work engagement. Absorption items on the UWES re-
lated to the ability of new graduate nurses to detach
from their work. Traditionally, nurses tend to score low
on the absorption dimension of the UWES (Schaufeli &
Bakker 2003). This finding likely stems from the fact
that absorption behaviours are not nurtured, but rather,
new graduate nurses are encouraged to separate their
personal feelings and professional duties using active
thinking and problem solving (Chestnutt & Everhart
2007). It is important to note the low alpha coefficient
obtained for the absorption subscale, reflecting lower
reliability.
Dedication was the work engagement dimension
most strongly related to job satisfaction, supporting
Schaufeli and BakkerÕs (2003) assertion that those who
identify with their work are able to find meaning, are
inspired and are challenged. However, the high level of
dedication among new nurses in this study is particu-
larly interesting given the high turnover rate of new
graduate nurses. This suggests that although new
graduates feel dedicated to their role, there is a dis-
crepancy between their desired experience and the
actuality of practice, resulting in turnover. Preceptors
who demonstrate authentic leadership, will assist new
graduate nurses to identify their strengths and limita-
tions and formulate appropriate short- and long-term
goals, potentially mitigating this effect.
Interestingly, absorption was weakly but positively
correlated with job satisfaction in this study. A possible
explanation for this may be related to the uncertainty
new graduate nursesÕ feel as novices in the profession
(Benner 1984) and the limited experience which may
render them ill prepared to handle the rapid paced,
highly acute hospital setting. The open supportive
interactions which characterize effective preceptorship
relationships (Myrick & Young 2005) and contribute to
work engagement (Simpson 2009) may provide the
context for an authentic connection and high levels of
job satisfaction among new graduate nurses.
In the present study, new graduate nurses were most
satisfied with their professional status, autonomy,
nurse–nurse interaction and nurse–physician interac-
tion. Professional status (Simpson 2009) and autonomy
(Lu et al. 2005, Craft Morgan & Lynn 2008) have
consistently been ranked by new nurses as important
components of job satisfaction. New graduate nurses
satisfaction with nurse and physician interactions is
supported by Adams and Bond (2000) who found the

most important contributors to nursesÕ satisfaction were
the degree of cohesion existing among ward nurses and
the degree of collaboration with medical staff. Shifts in
education preparation to include interprofessional
education programmes will likely increase new gradu-
ate nursesÕ satisfaction with nurse and physician rela-
tionships in the workplace. Students in such
programmes are encouraged to communicate openly
with all members of the healthcare team while valuing
each memberÕs unique contribution to developing the
most effective plan of care for patients. One can deduce
that an authentic preceptorship experience, which
reinforces transparent interactions, will continue to lead
to the dissolution of traditional hierarchical structures
within healthcare.
Although new graduate nurses in this study were
most dissatisfied with task requirements, organizational
policies and pay, these findings must be considered with
caution as insignificant (P ‡ 0.05) relationships were
found between authentic leadership and pay and
authentic leadership and organizational policies. This
finding probably stems from the fact that the leadership
of preceptors has little to do with the organizational
constraints of pay and organizational policies.
The second hypothesis in this study was partially
supported. Higher levels of authentic leadership resulted
in higher levels of work engagement. In turn, this led to
higher levels of job satisfaction for new graduate nurses.
However, the effect of authentic leadership on job
satisfaction was partially mediated through work
engagement indicating authentic leadership has both a
direct and indirect effect on job satisfaction.
The results of the final model lend support to previous
knowledge about the positive effects of authentic lead-
ership on work engagement and job satisfaction. The
indirect effect of authentic leadership on job satisfaction
through work engagement supports Avolio et al.Õs
(2004) theoretical model. It furthers our understanding
of different ways through which new graduate nurse job
satisfaction is influenced. Given the direct and indirect
influences of authentic leadership on job satisfaction,
strategies aimed at increasing the authentic leadership
of preceptors can be an effective approach to improving
the job satisfaction, and ultimately retention, of new
graduate nurses.
Overall, the results of this study provide support for
Avolio et al.Õs (2004) theory in the new graduate nurse
population. Consistent with theoretical expectations,
authentic leadership had a positive direct effect on work
engagement, as well as an indirect effect on job satis-
faction through the mediating variable of work
engagement.
ª 2010 The Authors. Journal compilation ª 2010 Blackwell Publishing Ltd, Journal of Nursing Management, 18, 993–1003
Authentic leadership of preceptors
Limitations
The limitations of this study are related to the method-
ology used to gather data and select the sample. While
self-report questionnaires are cost effective and less time-
consuming than other methods, there is the potential for
response bias (Polit & Beck 2008). In addition, the CNO
data are only as current as the previous yearÕs registra-
tion; leading to the possibility that some new gradate
nurses may have been missed. There is also the possibility
that there are new graduates who were not listed because
they indicated on their registration form that they did not
want to participate in any research. Given the relative
homogeneity of the sample, the findings can be cautiously
generalized to new graduate nurses working in an acute
care setting in the province of Ontario. It is necessary to
survey a national sample of new graduate nurses to gen-
eralize the findings further.
Conclusion
Results of the present study provide support for Avolio
et al.Õs (2004) model of authentic leadership in the new
graduate nurse population. In addition, this study helps
advance the theoretical link between authentic leader-
ship, work engagement and job satisfaction. The find-
ings suggest that when new graduate nurses are paired
with preceptors who demonstrate high levels of
authenticity, they feel more engaged and are more sat-
isfied. Given the importance of preceptorship in facili-
tating a smooth transition of new graduate nurses to the
workplace, it is necessary to invest in the development
of preceptor authenticity. Avolio et al.Õs theory can be
used by health care administrators to create preceptor
preparatory programmes which focus of the develop-
ment of preceptorsÕ authentic leadership. Supporting the
development of an authentic preceptor–preceptee rela-
tionship is essential to increasing work engagement, job
satisfaction and retention of new graduate nurses.
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