The Role of Organizational Culture and Emotional Intelligence: Enhancing Healthcare Professionals’ Job Satisfaction

Abstract

Job satisfaction is a critical factor in healthcare settings, influencing both healthcare professionals’ well-being and patient care quality. Nurses, as frontline healthcare professionals, experience various stressors that impact their job satisfaction. Organizational culture (OC) and emotional intelligence (EI) have emerged as significant determinants of nurses’ job satisfaction. However, research on how these factors interact in different cultural contexts remains limited. Objective: This study examines the impact of organizational culture and emotional intelligence on nurses’ job satisfaction. Methods: A descriptive cross-sectional study was conducted among 338 nurses working in secondary and tertiary hospitals in Greece. Data were collected using the Organizational Culture Assessment Instrument (OCAI), Wong and Law Emotional Intelligence Scale (WLEIS), and Job Satisfaction Survey (JSS). Bivariate and multivariate analyses were conducted to explore the associations between job satisfaction and study variables. Results: Nurses reported moderate job satisfaction (JSS mean score = 115.24 ± 20.84). Clan culture was the dominant organizational culture, while Hierarchy culture was the most preferred. EI was recorded at high levels among participants (WLEIS mean = 86.52 ± 12.24). Higher emotional intelligence, permanent employment status, and having children emerged as the most significant predictors of job satisfaction (p < 0.05). Notably, Hierarchy culture did not significantly predict job satisfaction, suggesting that while structure influences satisfaction, it does not solely determine it. Conclusions: The findings emphasize the importance of job security, emotional intelligence, and personal responsibilities in shaping job satisfaction. To enhance satisfaction, healthcare organizations should promote EI training, supportive leadership, and flexible policies that align organizational culture with healthcare professionals’ needs. Further research is needed to explore these relationships in diverse healthcare settings.

1. Introduction

Job satisfaction is one of the most significant indicators of healthcare professionals’ well-being and organizational effectiveness. A satisfied healthcare professional exhibits lower levels of burnout, increased commitment to the organization, and higher productivity (Lu et al. 2019; Kumar et al. 2014). Additionally, job satisfaction directly influences the quality of the services provided. In healthcare settings, satisfied healthcare professionals provide better care, resulting in improved clinical outcomes for patients (Dall’Ora et al. 2015). Conversely, job dissatisfaction has been linked to increased burnout, high turnover rates, and reduced organizational effectiveness (Mesfin et al. 2020). Job satisfaction depends on various factors, such as working conditions, recognition by supervisors, opportunities for professional development, the quality of interpersonal relationships and overall nature of organizational culture (Lu et al. 2019). Organizational culture (OC) plays a crucial role in healthcare professionals’ job satisfaction, as it determines how tasks are performed, decisions are made, and relationships healthcare professionals are cultivated. It is a system of shared values, beliefs, and practices that influence healthcare professionals’ attitudes and behaviors (Cameron and Quinn 2011). In healthcare systems, the Competing Values Framework (CVF) is commonly used to categorize OC into four types: Clan, Adhocracy, Market, and Hierarchy (Cameron and Quinn 2011). Clan cultures, which promote teamwork and mutual support, have been associated with higher job satisfaction (Blaževičienė et al. 2016). Adhocracy cultures promote innovation and adaptability and have been found to enhance professional development and satisfaction (Fatima 2016). Market cultures, with their focus on competitiveness and results, may drive goal achievement but can also increase burnout if not balanced by supportive policies while Hierarchy cultures stress formal structures, rules, and control, which can provide stability but may limit autonomy and satisfaction (Cameron and Quinn 2011). Research highlights the profound influence of OC on job satisfaction in healthcare and often reflects a blend of Clan and Hierarchy cultures. In the study by Blaževičienė et al. (2016), the Clan culture was the prevalent OC type in nurses that displayed high job satisfaction supporting the evidence that the quality of internal processes and management organization are highly related to healthcare professionals’ satisfaction. Meanwhile, research by Soto-Rubio et al, highlighted the importance of psychosocial risks and emotional intelligence in shaping job satisfaction, which may be linked to the effects of hierarchical culture prevalence in health structures. In this context, highly hierarchical work environments have been associated with lower job satisfaction among nurses due to limited autonomy (Wong and Law 2002). Similarly, in Greece, where hierarchical organizational structures emphasize rules and formalities, the restriction of healthcare professionals’ autonomy has been identified as a factor contributing to reduced job satisfaction (Papagiannis et al. 2021). Beyond OC, emotional intelligence has emerged as a critical determinant of job satisfaction, especially in high-stress professions like nursing. Intelligence is defined as the ability to understand, regulate, and use emotions effectively to manage oneself and relationships with others (Coronado-Maldonado and Benítez-Márquez 2023). Previous research has demonstrated that emotional intelligence facilitates positive emotional regulation and interpersonal functioning, both of which are linked to higher levels of job satisfaction (Kafetsios and Zampetakis 2008).

Intelligence can also contribute to the work culture transformation and behavior of healthcare professionals who are exposed to high emotional demands by improving their job satisfaction and psychological distress reduction (Galanis et al. 2024). Addition, people with high Intelligence have the ability to effectively communicate their visions and ideas to others, thus achieving their goals and creating an excellent working environment (P. Barrett et al. 2018). Especially, nurses with high intelligence are better equipped to manage workplace stress, build strong professional relationships, and adapt to organizational demands, resulting in greater satisfaction and resilience (N. Barrett et al. 2018; Chaudry et al. 2024). In addition, studies have shown that high intelligence in leaders can reduce burnout levels, enhance healthcare professionals’ commitment, and create a positive work climate (Majeed and Jamshed 2021). A study of Chaudry et al., revealed that leaders with high intelligence positively influence job satisfaction and reduce burnout by creating supportive work environments. Additionally, Majeed and Jamshed (2021) highlighted the contribution of intelligence to reducing nurses’ turnover intentions, emphasizing the importance of intelligence leadership in maintaining team cohesion. Recent research in Greece confirmed that intelligence and leadership play significant roles in shaping OC and enhancing job satisfaction by cultivating collaborative and supportive environments and focusing on the needs of healthcare professionals to reduce stress and increase engagement (Papagiannis et al. 2021). Despite the documented links between OC, intelligence and job satisfaction, these dynamics remain underrepresented in the context of nursing and have been addressed primarily in theoretical terms. Cultural, organizational, and behavioral differences at national or regional levels highlight the need for localized investigations (Soto-Rubio et al. 2020; Mylonakis et al. 2024). Therefore, based on the above rationale, the present study aimed to explore the following: (a) the levels of job satisfaction, emotional intelligence, and perceived organizational culture among nurses working in Greek public hospitals; (b) the associations between emotional intelligence, employment status, and family responsibilities with job satisfaction; and (c) the extent to which these factors significantly predict nurses’ job satisfaction within the Greek healthcare context.

Despite the established importance of both organizational culture and emotional intelligence in healthcare, previous research has rarely examined how these two constructs interact to influence nurses’ job satisfaction, especially within specific cultural and organizational contexts. This gap is particularly evident in the Greek public healthcare system, where hierarchical structures and emotional demands uniquely shape professional experiences. Moreover, existing models of job satisfaction often overlook the dynamic interplay between institutional and personal emotional factors. Addressing this gap, the present study investigates the impact of organizational culture and emotional intelligence on job satisfaction among nurses, using a cross-sectional design and validated instruments. In doing so, it contributes to the ongoing refinement of job satisfaction models by incorporating both systemic and psychological dimensions.

2. Materials and Methods

2.1. Participants and Study Design

This study employed a descriptive cross-sectional design to investigate the relationship between organizational culture, emotional intelligence, and job satisfaction among nurses. Data collection was carried out between 1 December 2023, and 30 March 2024, in two public hospitals (one secondary and one tertiary) in Eastern Greece. A convenient sampling method was used. The study population included registered nurses and nurse assistants, working in clinical units. Inclusion criteria required participants to (a) have at least one year of clinical experience in the current hospital; (b) be actively employed at the time of the study; and (c) have the ability to read and understand Greek. Exclusion criteria included administrative staff, interns, and nurses on extended leave. Recruitment was conducted via printed posters placed in nursing departments. Interested individuals contacted the research team directly. Each participant received a sealed envelope containing an anonymous self-administered questionnaire, which were returned anonymously in ballot boxes placed near the nursing stations. No questionnaires were excluded, and the final analysis included all 338 responses.

2.2. Measures

The data collection tool comprised four sections, integrating validated instruments translated and culturally adapted to the Greek context.

2.2.1. Demographics Characteristics

Participants provided information about their gender, age, marital status, number of children, educational level, years of experience, employment status, and professional role (registered nurse or nurse assistant).

2.2.2. Emotional Intelligence

Emotional intelligence was assessed using Wong and Law’s Emotional Intelligence Scale (WLEIS), a 16-item questionnaire measuring four dimensions: self-emotion appraisal, others’ emotion appraisal, use of emotion, and regulation of emotion. Items were scored on a 7-point Likert scale (1 = “totally disagree” to 7 = “totally agree”). Higher scores indicated greater emotional intelligence. The WLEIS has validated psychometric properties and has been translated and validated in the Greek population (Kumar et al. 2014). In the original study by Wong and Law (2002), Cronbach’s alpha values ranged from 0.83 to 0.90. In this study, the overall Cronbach’s alpha was 0.91, indicating excellent internal consistency.

2.2.3. Organizational Culture

Organizational culture was evaluated using the Organizational Culture Assessment Instrument (OCAI) (Cameron and Quinn 2011), which categorizes cultures into Clan, Adhocracy, Market, and Hierarchy types. The instrument contains 24 items, and participants distributed 100 points across the four culture types to reflect their perceptions of current and preferred organizational culture. The OCAI has been translated for and used by Greek health professionals (Cameron and Quinn 2011). In the original validation study by Cameron and Quinn (2011), Cronbach’s alpha ranged from 0.74 to 0.88. In the present study, internal consistency was satisfactory, with Cronbach’s alpha values ranging from 0.76 to 0.87 across the four culture types.

2.2.4. Job Satisfaction

Job satisfaction was measured using the Job Satisfaction Survey (JSS), a 36-item instrument evaluating nine facets of job satisfaction, such as pay, promotion, supervision, and coworker relationships. Participants responded on a 6-point Likert scale (1 = “totally disagree” to 6 = “totally agree”), with higher scores indicating greater job satisfaction. The Greek version of the JBS instrument was used (Tsounis and Sarafis 2018). The original study by Spector (1985) reported Cronbach’s alpha ranging from 0.60 to 0.91 across subscales. In our sample, the overall internal consistency was 0.89, while individual subscales ranged from 0.72 to 0.86, demonstrating acceptable to high reliability.

2.3. Ethics Considerations

This study was approved by the Institutional Review Board, the participating hospitals (Decision No. 35/28 December 2023). Ethical guidelines were followed in adherence to the Declaration of Helsinki. Participants were informed about the study’s purpose, their rights to withdraw at any time without consequences, and the anonymity of their responses. Written informed consent was obtained from all participants before data collection.

2.4. Statistical Analysis

Descriptive statistics (mean, standard deviation, frequencies, and percentages) were used to summarize the demographic and professional characteristics of the participants. The normality of the distribution of observed numeric variables was assessed using the Kolmogorov-Smirnov test. Since the regularity check showed no normal distribution of variables, non-parametric methods were conducted. The Mann–Whitney Z-test, Kruskal–Wallis H-test and Spearman’s correlation coefficient were applied to assess associations between job satisfaction and continuous or categorical variables, as appropriate. A multiple linear regression analysis was conducted to examine the influence of emotional intelligence, employment status, and family responsibilities on job satisfaction. This method was selected due to the continuous nature of the outcome variable (JSS score) and the theoretical framework supporting the role of these predictors. Prior to analysis, the assumptions of linearity, normality of residuals, homoscedasticity, and absence of multicollinearity were assessed and met. Statistical significance was set at p < 0.05. Confidence intervals (95%) and effect sizes (Cohen’s d for mean differences) were calculated where applicable. All analyses were performed using IBM SPSS Statistics (Version 28.0). The choice of statistical tests and interpretation followed standard guidelines in social science research (Field 2013).

3. Results

Respondents included 338 participants, the majority of whom were female (89.6%), registered nurses (82.4%), and lived with their family, spouse, or partner (75.7%). A large proportion (78.6%) also reported having children. Most participants (44.4%) were aged between 28 and 37 years, and 47.3% had less than 10 years of working experience. These demographic patterns are consistent with the typical nursing workforce in Greek public hospitals and provide context for interpreting the study’s findings. Notably, the high prevalence of family responsibilities and early-career professionals may help explain the associations observed between job satisfaction, emotional intelligence, and personal or employment-related factors.

Table 1. Demographic and professional characteristics of the participants.

Characteristics	n	%
Gender (n = 338)
Male	35	10.4
Females	303	89.6
Age (n = 338) *	43.47 (9.4)
Profession (n = 338)
Registered Nurse	227	82.4
Nurse Assistant	59	17.6
Living arrangement (n = 338)
Alone	82	24.3
With family/partner/spouse	255	75.7
Children (n = 338)
Yes	265	78.6
No	72	21.4
Educational level (n = 338)
Secondary education	53	15.7
Tertiary education	194	54.7
PhD/MSc	91	28.7
Working experience (n = 338) *	19.3 (8.8)
Employment status
Permanent	194	57.4
Temporary	144	42.6

Descriptive statistics and Cronbach’s α for the scales of the WLEIS, OCAI and JSS are summarized in Table 2. The mean WLEIS score was 86.52 (SD = 12.24), indicating a high level of emotional intelligence among participants. In general, Clan culture (mean = 26.56 ± 8.89) was the dominant organizational culture typology for the present study while Market culture was the least (mean = 20.74 ± 6.82). Regarding the preferred organization culture, the Hierarchy culture (mean = 30.95 ± 13.05) was the dominant choice and Market culture (mean = 16.75 ± 7.45) was the least common. In addition, the mean score for the JSS scale was 115.24 ± 20.84 indicating moderate satisfaction from work (JSS score ranges from 36 to 216). The Pay 7.85 (±3.71) and Fringe Benefits 8.87 (±3.64) represent participants’ dimensions with higher job dissatisfaction while the dimension of Supervision 19.57 (±4.94) yielded higher satisfaction. * mean (SD).

shows the demographic and professional characteristics of participants.

Descriptive statistics were used to illustrate the levels of job satisfaction, emotional intelligence, and perceived organizational culture among nurses (

Table 2. Descriptive statistics and Cronbach’s α for the WLEIS, OCAI, and JSS.

Scale	Mean		Cronbach’s α
WLEIS	86.52 (±12.24)		0.897
Self-emotion appraisal (SEA)	23.49 (±3.53)		0.788
Others’ emotion appraisal (OEA)	21.98 (±3)		0.729
Use of emotion (UOE)	22.61 (±4.13)		0.891
Regulation of emotion (ROE)	18.41 (±4.89)		0.831
OCAI	CC	EC	CC	EC
Clan culture	26.56 (±8.89)	25.71 (±9.29)	0.623	0.730
Adhocracy culture	21.62 (±6.13)	22.16 (±6.67)	0.605	0.682
Market culture	20.74 (±6.82)	16.75 (±7.45)	0.804	0.805
Hierarchy culture	30.95 (±13.05)	35.46 (±13.1)	0.627	0.716
JSS	115.24 (±20.84)		0.847
Pay	7.85 (±3.71)		0.634
Promotion	10.63 (±3.98)		0.634
Supervision	19.57 (±4.94)		0.859
Fringe Benefits	8.87 (±3.64)		0.669
Contingent rewards	10.16 (±4.09)		0.601
Operating conditions	10.65 (±3.41)		0.693
Coworkers	16.89 (±3.63)		0.604
Nature of work	16.72 (±4.01)		0.633
Communication	13.90 (±4.13)		0.615

CC: Current Culture, EC: Expected Culture.

). Subsequently, bivariate analyses were conducted to explore the associations between job satisfaction and key variables, such as emotional intelligence, employment status, and family responsibilities (

Table 3. Bivariate analyses between demographics/professional characteristics, the WLEIS, the OCAI current culture subscales and the JSS scale.

Variables	Z/H-Test/Spearman’s ρ	JSS p-Value
Gender a	1437	p = 0.097
Age c	0.79	p = 0.212
Children a	2680	p = 0.041 *
Living arrangement a	2836	p = 0.776
Profession a	0.796	p = 0.372
Level of education b	1.614	p = 0.446
Working experience c	−0.02	p = 0.460
Employment status a	1597	p = 0.048 *
WLEIS c	0.200	p = 0.014 *
Clan culture c	0.161	p = 0.803
Adhocracy culture c	0.125	p = 0.979
Market culture c	−0.076	p = 0.320
Hierarchy culture c	−0.165	p = 0.044 *

^a p-value has been calculated using Mann Whitney Z-test. ^b p-value has been calculated using Kruskal Wallis H-test. ^c p-value has been calculated using Spearman’s ρ. * Significant at p < 0.05 level.

). Finally, a multiple linear regression analysis was performed to identify the factors that significantly predict nurses’ job satisfaction in the Greek healthcare context (

Table 4. Summary of the multiple regression model of job satisfaction.

Variables	B	Standard Error	t	p	95% CI
Children	3.147	1.624	1.938	0.05	−0.048, 6.342
Employment status	3.210	0.255	4.730	<0.001	1.875, 4.546
WLEIS	0.181	0.056	3.212	0.001	0.070, 0.291
Hierarchy culture	−0.054	0.099	−0.544	0.587	−0.249, 0.141

).

Table 3 displays bivariate analyses between demographics/professional characteristics, the WLEIS, the OCAI current culture subscales and the JSS scale. Job satisfaction was found to be associated with emotional intelligence, employment status (permanent), having children, and Hierarchy culture as the current organizational culture typology (p < 0.05).

Multiple regression analyses showed that the existence of children, a higher level of emotional intelligence and permanent status of employment, were the main predictors of nurses’ job satisfaction (F = 7.754, p < 0.001, R² = 0.26, adjusted R² = 0.19), explaining 26% of the variance; see Table 4.

Collectively, these findings provide empirical support for integrative models of job satisfaction that consider both personal emotional competencies and structural job characteristics. They extend existing theory by emphasizing the combined impact of emotional intelligence and organizational context on nurses’ work-related outcomes.

4. Discussion

The aim of this study was to investigate the relationship between organizational culture, emotional intelligence, and job satisfaction among nurses in the Greek public healthcare system. The results confirmed that emotional intelligence, permanent employment status, and having children were significant predictors of job satisfaction, thus achieving the study’s objective of identifying both personal and organizational factors influencing nurse satisfaction. This finding aligns with a study by Bragadóttir et al. (2023), which reported that effective teamwork among nursing staff was associated with higher job satisfaction. This suggests that fostering a collaborative work environment may positively influence nurses’ perceptions of their roles and overall job satisfaction. The dimensions with the highest dissatisfaction in this study were related to pay and fringe benefits, which resonates with findings from Dall’Ora et al. (2015) who reported that inadequate pay has a notable impact on job satisfaction among nurses. High levels of intelligence were observed among participants, which aligns with numerous previous studies that emphasize the protective role of intelligence in stressful healthcare environments. For example, Barr (2018) found that nurses with low EI experienced higher burnout, while those with high intelligence were more resilient. Similarly, Galanis et al. (2024) showed that intelligence reduced turnover intention and burnout, supporting the present study’s finding that intelligence was positively associated with job satisfaction. These results reinforce the role of intelligence as a core resource for emotional regulation and interpersonal effectiveness in nursing settings. In terms of organizational culture, Clan culture emerged as the dominant typology, followed by Hierarchy culture. This pattern mirrors the findings of Mesfin et al. (2020), who also reported the co-existence of supportive teamwork (Clan) and structural control (Hierarchy) in healthcare organizations. However, a noteworthy divergence appeared between current and preferred culture types, with nurses indicating a stronger preference for Hierarchy culture. This gap echoes Papagiannis et al. (2021), who suggested that in Greek hospitals, existing hierarchical frameworks often conflict with employees’ expectations for structured yet participatory work environments. The limited presence of Market culture in the current study also contrasts with findings from more competitive health systems (Blaževičienė et al. 2016), reflecting the relatively low emphasis on goal-orientation in Greek public hospitals. The analysis further revealed that having children and permanent employment status were positively associated with job satisfaction. This supports the findings of Kontogianni et al. (2024), who observed that family responsibilities may enhance nurses’ sense of purpose and commitment, particularly in relation to salary satisfaction. The present study adds to this literature by suggesting that nurses with children may benefit from heightened emotional resilience, which in turn contributes to greater job fulfillment.

Permanent employment was a strong predictor of job satisfaction, consistent with Dall’Ora et al. (2015), who linked job security to greater well-being among nurses. The assurance of a stable position provides financial security, reduces workplace stress, and fosters a sense of belonging and commitment to the organization, thereby enhancing overall job satisfaction. Nurses with permanent contracts often experience greater job stability, professional growth opportunities, and reduced anxiety related to job uncertainty, all of which contribute to increased satisfaction with their work environment. The importance of emotional intelligence in healthcare has led to the development of numerous measurement tools, each with its own theoretical foundation and psychometric properties. As noted in a recent systematic review by Bru-Luna et al. (2021), the accurate evaluation of intelligence is essential for understanding its role in workplace outcomes, particularly in emotionally demanding professions such as nursing. Similarly, intelligence was a strong predictor of job satisfaction, as supported by existing literature. Soriano-Vázquez et al. (2023), found that higher intelligence positively impacts conflict resolution and interpersonal relationships in the workplace, leading to better teamwork and reduced stress levels.

Similar associations between emotional intelligence and job satisfaction have been reported in other international contexts. For example, Tagoe and Quarshie (2016), found that nurses in Ghana with higher intelligence scores reported significantly greater job satisfaction, supporting the universal relevance of intelligence in nursing practice.

Barrett et al., further emphasized the role of intelligence in fostering positive workplace environments by enhancing nurses’ ability to regulate emotions, manage patient interactions effectively, and maintain resilience in high-stress healthcare settings (N. Barrett et al. 2018). The ability to navigate emotionally demanding situations is crucial in nursing, making intelligence a key component in sustaining job satisfaction.

The influence of having children on job satisfaction may reflect the motivational role of familial responsibilities. Although direct studies on the relationship between parental status and job satisfaction in nursing are limited, research suggests that individuals with children often develop enhanced time management skills, greater patience, and stronger emotional resilience, which can translate into improved professional performance and fulfillment. Lu et al. (2019) highlighted the connection between life purpose, motivation, and job engagement, suggesting that personal responsibilities, such as parenthood, can reinforce a sense of purpose at work, ultimately contributing to higher job satisfaction.

Interestingly, Hierarchy culture while present, did not significantly predict job satisfaction in the regression analysis. This is in line with research suggesting that rigid organizational structures can sometimes hinder autonomy and decision-making (Cameron and Quinn 2011). However, as Heuss and Datta (2023) argue, the negative effects of hierarchy can be mitigated through strong leadership and communication—a notion that supports the idea that structure alone is not sufficient to drive satisfaction. Finally, the absence of significant associations with demographic variables such as gender and age is in accordance with Khamisa et al. (2015), who concluded that organizational and job-specific factors tend to outweigh personal demographics when predicting job satisfaction. Overall, our findings confirm and extend previous research by emphasizing the interplay between emotional and structural factors in shaping nurses’ work satisfaction. They highlight the importance of cultivating emotionally intelligent work environments and ensuring job security and cultural alignment to enhance nurses’ well-being and performance.

In sum, the findings of the present study are consistent with emerging evidence that job satisfaction in nursing is shaped by both internal (emotional intelligence, family dynamics) and external (organizational culture, job security) factors. The study contributes to current theoretical models by confirming that emotionally competent individuals thrive in supportive but flexible organizational settings. It also underlines the importance of aligning cultural expectations with institutional realities to enhance job satisfaction in healthcare systems undergoing reform. These findings should be interpreted in light of the unique organizational culture prevalent in Greek public hospitals, which tends to emphasize hierarchical structures while healthcare professionals often express a preference for more participatory and collaborative environments. This organizational mismatch has been previously noted by Goula (2020), who highlighted significant discrepancies between the present and desired cultural models in Greek healthcare institutions.

Practical Implications

These findings suggest that fostering intelligence and aligning OC with healthcare professionals’ preferences are critical to improving job satisfaction in healthcare settings. Hospitals should consider implementing intelligence training programs and cultural transformation strategies to create environments that balance structure with collaboration and innovation. Further research could explore the longitudinal effects of OC changes on nurses’ job satisfaction and examine the role of cultural diversity in shaping workplace dynamics. By addressing these gaps, healthcare organizations can enhance healthcare professionals’ well-being and, ultimately, patient care quality.

5. Limitations

This study presents several limitations that should be considered when interpreting the findings. First, the cross-sectional design does not allow for causal inferences between variables. Second, data were collected through self-reported questionnaires, which may be subject to social desirability or recall bias. Third, the use of convenience sampling in two public hospitals in Eastern Greece limits the generalizability of the results to other regions or healthcare settings.

Future research should consider longitudinal designs to better understand the causal pathways linking emotional intelligence, organizational culture, and job satisfaction over time. Additionally, expanding the sample to include nurses from diverse geographic and institutional contexts would enhance external validity. Finally, the inclusion of qualitative methods, such as interviews or focus groups, could provide deeper insights into nurse’s perceptions and experiences related to job satisfaction and workplace culture.

6. Conclusions

This study highlighted the relationship between organizational culture, emotional intelligence and job satisfaction among nurses in Greek public hospitals. The findings demonstrate that intelligence, permanent employment status, and having children were significant predictors of job satisfaction. In particular, emotional intelligence was positively associated with satisfaction, highlighting its role as a key personal resource for nurses in emotionally demanding work environments. Permanent employment provided a sense of security and stability, while family responsibilities may have reinforced purpose and engagement. Although Clan culture was the most dominant organizational type, Hierarchy culture was more frequently preferred, suggesting a discrepancy between current practices and nurses’ expectations. However, Hierarchy culture was not found to be a significant predictor of job satisfaction in this sample.

These findings underline the importance of emotional and structural factors in shaping nurses’ job satisfaction. Interventions aiming to enhance emotional intelligence and promote job security may be effective strategies for improving satisfaction and retention in healthcare settings.