commitment was also surprising as t

commitment was also surprising as this relationship has
been shown in the general nursing population (Laschinger
et al. 2009b). This may be because of a high
supervisor span of control (Spreitzer 1996) common in
current health care organizations (Laschinger & Wong
2007), which may result in a lack of visibility of
supervisors in the day-to-day practice environment,
limiting their effect on newly-graduated nurses sense of
commitment.
Consistent with previous research, affective commitment
was related to all of the empowerment structures
(Cho et al. 2006), with the strongest correlations to
formal and informal power. In reference to formal
power, it is not surprising that having increased visibility
and discretion over decisions within the organization
would be a significant predictor of commitment,
as newly-graduated nurses who are often at the bottom
of the organizational hierarchy may feel increased
incentive to stay when their opinions are valued. With
respect to informal power, this relationship was also
expected as influential partnerships with other staff are
likely to increase the commitment of novice nurses who
might otherwise feel like outsiders amongst more senior
colleagues. Winter-Collins and McDaniel (2000)
emphasized the importance of positive working relationships
to the new recruits sense of belonging and job
satisfaction. For this reason, having the opportunity to
build strong relationships with peers, subordinates and
political contacts, is likely to increase the new graduates
 overall sense of commitment.