الفهرس 
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Abstract
Error reporting is one of the most important strategies to improve the delivery of safe patient care. However, current research suggests that nurses are afraid to report errors due to the negative responses towards error reporting. Studies have suggested that authentic leadership may improve nurses’ workplace environment. It is important to know the way authentic leaders influence staff nurses to report errors.
Worldwide, subsequent organizational failures associated with evident unethical behaviors drive the increasing attention on authentic leadership. Also, there is a current interest among scholars to validate existing authentic leadership theory so that a sound paradigm shift toward authentic leadership would be more defined and constructed. Authentic leadership is of most importance in the health care sectors where workers suffer from work overload, unsatisfactory salaries, and high job stress. Authentic leadership discusses the leader’s ability to understand his/her strengths and weaknesses and regulate behaviors accordingly.
When nurses have authentic leaders, they are more likely to report errors because they know their leaders will support them rather than reprimand them. Authentic leadership fosters an atmosphere of trust and psychological safety, where nurses feel comfortable admitting mistakes and seeking help to rectify them.
The aim of the present study was to assess the relationship between authentic leadership, organizational identification and error reporting among staff nurses. A descriptive correlational study design was used to achieve the aim of this study. A convenience sample composed of 203 staff nurses working at all inpatient departments and units of Abo Hammad Central Hospital.
Tools for data collection:
Three tools were used for collecting data in this study:
Tool I: Authentic Leadership Questionnaire: It consists of two parts as follows:
Part one: Personal and job characteristics of nurses such as age, years of experience, educational qualification, department and gender.
Part two: Authentic Leadership: to measure authentic leadership as perceived by staff nurses. It consists of 16 items that grouped under four domains, namely, self-awareness; relational transparency; internalized moral perspective and balanced processing.
Tool II: The Organizational Identification Scale. It consists of two parts:
Part 1: Organizational identification: to measure both cognitive and affective components of organizational identification as perceived by nurses. It includes three subscales: self-categorization and labeling, sharing of organizational goals and values, and a sense of organizational belonging and membership, with 2 items for each.
Part 2: Personal identification scale: comprised of 10 items, under single factor.
Tool III: Error Orientation Questionnaire: to assess attitudes of nurses toward reporting errors. It consists of 15 items grouped into 3 subscales; error communication (4 items), error strain (5 items), and covering up error (6 items).
The result of this study can be summarized as follows:
• 36.4% of nurses aged from 30<40 years, 77.3 % were females and 74.4% of them were married.
• 40.9% of them graduated from technical institute of nursing, 21.2% of them worked at ICUs and 55.2% of them had 3 to 5 years of experience.
• Regarding authentic leadership; 28.6% of studied nurses perceived high authentic leadership while, 56.1% of them reported moderate perception. The highest mean score was for self-awareness domain (62%). While the lowest was for relational transparency domain (58.4%).
• 35.3% of the studied nurses had high perception of organizational identification while, 50.5% of them had moderate perception and 14.2% of them had low perception. the highest mean score was for sharing of organizational goals and values (7.8+2.1), while the lowest was for sense of organizational belonging and membership (6.9+-1.7).
• 26.7% of the studied nurses had high perception of personal identification while, 30.1% of them had low perception.
• With regard attitude toward error reporting; 57% of the studied nurses had negative attitude, while, 43% of them had positive attitude. The highest mean score was for error communication, and the lowest was for covering up error.
• Level of authentic leadership as perceived by studied nurses was significantly and positively correlated with their total perception of perceived organizational identification with (r=0.763, p=0.041*), total perceived personal identification with (r=0.921, p=0.000**) and total attitudes toward reporting errors with (r=0.853, p=0.03*).
• There is no statistically significant correlation between the studied nurses’ total organizational identification and their attitudes toward reporting errors.