The association of leadership styles and nurses well-being: a cross-sectional study in healthcare settings (original) (raw)
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Medical Science, 2022
Objective: To discover the type of leadership style (transformational vs. transactional) of nurse leaders and how it affects the work satisfaction of Medical-Surgical nurses working in public hospitals in Qassim Region, KSA. Methods: A cross-sectional design was used to collect data over three month's duration. The following tools were utilized to be able to have an outcome of the research study; a multifactorial leadership questionnaire (MLQ) and a job satisfaction survey (JSS) with a demographic's datasheet. The convenience sampling technique was employed for this study and the study recruited exactly 437 participants. This study was conducted in MOH hospitals; King Fahad Specialist Hospital (KFSH), Buraydah Central Hospital (BCH), and King Saud Hospital (KSH) in Qassim Region, KSA. The study used SPSS software to analyze the numeric data via using the following tests: descriptive analysis, Cronbach's alpha, Pearson correlation, and Linear regression. Results: The result showed that leadership style was significant predictor of nurses' job satisfaction; transformational leadership (t = 3.50, p < 0.01) was more effective for predicting job satisfaction than transactional leadership (t = 2.43, p < 0.05). The result of JSS was measured by 36 items using a 6-point Likert scale, and the overall score was M = 3.49 ± 1.30, a moderate level. Conclusion: To sum up, this study recommended improving leadership style among nurse managers, administrators, and supervisors, more particularly, the adoption of the transformational technique to improve staff job satisfaction, encourage them to stay in their current job, and enhance their self-progress in the profession.
Journal of Nursing Management, 2015
Impact of leadership styles adopted by head nurses on job satisfaction: a comparative study between governmental and private hospitals in Jordan Background Previous studies demonstrated that leadership styles are the basis of daily interactions between leaders and employees and facilitate and enhance work processes. Aim This study aimed to explore how the leadership styles of nurse leaders affect job satisfaction among working nurses. Methods Quantitative, descriptive and comparative methods were used. Three main Ministry of Health hospitals in different areas of Jordan and three private hospitals in Amman were selected. Results Among the leadership styles measured by the Multi-factor Leadership Questionnaire 5X, transformational leadership had been used by head nurse managers in both settings more than transactional leadership and passiveavoidant leadership. The level of job satisfaction among nursing staff was higher in public hospitals than in private hospitals in this study. A positive relationship was found between the overall score for transformational leadership and job satisfaction (r = 0.374**). The overall transactional leadership score correlated positively with job satisfaction (r = 0.391**). Conversely, the overall correlation between passive-avoidant leadership and job satisfaction was negative (r = À0.240). Conclusion The increased development of transformational leadership behaviours increases nurses' job satisfaction and thus contributes to an increased retention of nurses. Implications for nursing management The ability of hospitals to address the leadership styles of head nurses and their impacts on job satisfaction will be strengthened.
Leadership Styles of Nurse Managers and Job Satisfaction of Staff Nurses: Correlational Design Study
ESJ, 2019
Aim: This study aimed to determine the relationship between the leadership styles of nurse managers and the job satisfaction of staff nurses in hospital settings in Ha’il City, Saudi Arabia. Methods: The study employed a quantitative correlational research design. The research respondents were staff nurses working under the supervision of nurse managers, who they evaluated for leadership styles, using the multifactor leadership questionnaire developed by Bass and Avolio (1992). At the same time, the staff nurses rated their job satisfaction using the work quality index questionnaire by Whitley and Putzier (1994). Purposive sampling was employed to generate samples of staff nurses from four governmental hospitals in Ha’il City. Findings: The leadership styles of nurse managers, as perceived by the staff nurses, revealed that they were often displaying transformational leadership (M = 2.88), sometimes displaying transactional leadership (M = 2.31) and occasionally displaying laissez-faire leadership (M = 1.38). The staff nurses’ level of job satisfaction yielded responses of ‘somewhat satisfied’ for professional work environment (M = 4.78) and professional relationships (M = 4.95) and ‘neutral’ for autonomy (M = 4.45), work worth (M = 4.5), role enactment (M = 4.34) and benefits (M = 4.23). Transformational leadership correlated with the level of job satisfaction, and yielded an r-value of 0.258, which connoted a low correlation, with a p-value of 0.000. There was a significant relationship between the nurse managers’ transformational leadership style, as perceived by the staff nurses, and the staff nurses’ level of job satisfaction. This implies that, because the nurse managers often manifested transformational leadership, the staff nurses’ level of job satisfaction slightly increased. Moreover, there was a significant relationship between laissez-faire leadership and level of job satisfaction (p-value of 0.006), with a correlation coefficient of ˗0.204 indicating a negative correlation between variables. Conclusion: The nurse managers displayed transformational leadership behaviour more than transactional and laissez-faire leadership styles. The staff nurse respondents were somewhat satisfied with their work environment and professional relationships; however, they were unsure whether they were satisfied with factors such as autonomy, work worth, role enactment and benefits - as reflected in their neutral responses. Transformational leadership styles positively correlated with the nurses’ job satisfaction.
Nurses Perceptions of Nursing Leadership Styles in the Eastern Healthcare Cluster in Saudi Arabia
American journal of nursing research, 2022
The type of leadership style adopted by the manager and how it is perceived by nurses can play a critical role in influencing staff performance and healthcare outcomes. This study aims to examine nurses' perceptions about the managers' leadership and to determine whether the style used may play a role in determining the quality of patient care. Methodology: A cross-sectional quantitative study was conducted in Eastern Health Cluster was over a four-month period from April 5 th to July 30th 2021. A purposive sampling technique was used whereby all nurses and midwives working in EHC facilities, 8,699 staff, were invited to participate in the research adopting multifactor leadership questionnaire (MLQX5) to rate leadership styles and outcomes in relation to transformational, transactional, and passive avoidant leadership styles. The questionnaire was evaluated by a panel of expert nurse leaders against construct validity then piloted to test reliability. Data were collected after ethical approval was granted from King Fahad Specialist Hospital. Results: 577 nurses provided a 3.98% margin of error at the 95% confidence level. Statistical analysis was conducted using SPSS version 23.0. Results show that nurses perceive that their managers are using transformational and transactional leadership styles more often than passive avoidant leadership style. There was a positive and highly significant correlation between leadership and outcome factors. The analysis shows a positive correlation between leadership outcome factors (effectiveness, extra effort and satisfaction) and transformational and transactional leadership styles and a negative correlation with passive avoidant leadership style. A comparison of sociodemographic characteristics within the nursing workforce found that there are no significant differences in perceived leadership styles relating to gender although mean scores show that females had a higher perception of transformational and transactional styles compared to men who had a higher perception of passive avoidant style. Recommendations and Implication for Nursing: Transformational leadership appears to be best suited for nursing as it has positive nursing outcomes There is a strong need to implement leadership education and training amongst all nurses and to continuously train and educate nurse leaders and those potential leaders under succession planning programs about leadership skills and competencies and how to promote a culture for transformational leadership. Conclusion: The transformation of the healthcare system in Saudi Arabia, and challenges that are inherent, emphasize the importance of ensuring that nurses are effective leaders if organizational needs are to be met in the future. It is therefore important to conduct further qualitative and quantitative nursing researches amongst this nurse population to provide evidence about how leadership style is perceived and how it may influence outcomes within the nursing workforce and work environment.
Impact of Leadership Styles Among Head Nurses on Level of Job Satisfaction Among Staff Nurses
European Scientific Journal, ESJ, 2015
Background: According to the studies made previously, it has been shown that the underlying basis of any communication between employees and leaders are the leadership styles. They also help improve the process of work in an organization. Aim: The purpose of this study is to demonstrate the influence that leadership styles of different nurse leaders have on the satisfaction of work. Methods: We selected three different private hospitals situated in Amman, and we had used descriptive and quantitative methods in the study. Results: Among the participated hospitals, the highest score was gained by transformational leadership. The second highest was transactional leadership, followed by passive-avoidant. The job satisfaction level was seen to be quite high in this study. There was a positive relation between job satisfaction (r= 0.371**) and total score of transformational leadership (TRL). The transactional leadership score (TAL) also had a positive relation with respect to job satisfaction which was (r= 0.389**). However, the overall relationship between job satisfaction and passive-avoidant leadership (PAL) was seen to be negative in the result (r=-0.241**). Conclusion: It was concluded that a nurse's job satisfaction is increased by greater enhancement of transformational leadership attitude which further results in a greater nurse supply.
Effect of Leadership Styles on Job Satisfaction Among Critical Care Nurses in Aseer, Saudi Arabia
Journal of the College of Physicians and Surgeons--Pakistan : JCPSP, 2016
OBJECTIVE To evaluate the effect of transformational and transactional leadership styles of head nurses on the job satisfaction of staff nurses in critical care units (CCU) of a tertiary care hospital. STUDY DESIGN Cross-sectional study. PLACE AND DURATION OF STUDY Critical care units at Aseer Central Hospital (ACH), Abha, Saudi Arabia, from July to December 2012. METHODOLOGY The multifactor leadership questionnaire (MLQ-5X) and job satisfaction survey with demographics were used. Staff nurses (N=89) reporting to 8 nurse leaders responded as per the requirements of MLQ-5X and also filled the job satisfaction survey. ANOVA, correlation coefficient (Pearson r) and multiple linear regression were used for analyses. RESULTS All nurse leaders demonstrated a combination of transactional (TA) and transformational (TF) style of leadership. Nurses working under leaders with a TF style demonstrated significantly (p < 0.05) higher job satisfaction. The operating conditions were related nega...
International Journal of Social Sciences and Management, 2018
Introduction: Nurses are the “backbone” of any human services framework and their work is varied and extremely complicated. When carrying out their jobs, nurses faces different circumstances and patients, which are elements of the circumstances and patient level workloads. In addition, higher amount of nurse’s dissatisfaction prompts to leave out from the nursing profession. This generally creates staff shortage among nurses. Due to enhances extra time and job stress, increases burnout, longer patient holding up records, lastly, as an outcome expanded displeasure among patients Leadership is the way toward impacting representatives to accomplish organizational goals and objectives Methods: This analytical, cross-case study was conducted in public hospital of Lahore. Respondents ’selection was convenient sampling technique. Selected sample was 211 registered nurses. Well adopted questionnaire as per Likert scale was used in this study. Results: The finding of this study showed that ...
The Influence of Leadership Style on Job Satisfaction among Nurses
Nurses roles and responsibilities contribute to the quality improvement of health care services in Malaysia. Previous research has shown that leaders play an important role in enhancing job satisfaction among the nurses. Indeed, the transformational and transactional leadership was found to be the most efficient influence among the leadership style in attaining job satisfaction. The objective of this study is to investigate the transformational and transactional leadership styles that might contribute to the job satisfaction among nurses. Survey questionnaires were used in this study as a main method for data collection. Results indicated that the transformational have more contribution towards job satisfaction compare to transactional leadership style. Based on the results, this study also includes the recommendation of future research that might be relevant to be further explored.
Leadership styles in nursing management: implications for staff outcomes
Journal of Health Sciences, 2016
Introduction: Nursing is a people-centred profession and therefore the issue of leadership is crucial for success. Nurse managers’ leadership styles are believed to be important determinant of nurses’ job satisfaction and retention. In the wake of a global nursing shortage, maldistribution of health workforce, increasing healthcare costs and expanding workload, it has become imperative to examine the role of nurse managers’ leadership styles on their staff outcomes. Using the Path-Goal Leadership theory as an organised framework, this study investigated the leadership styles of nurse managers and how they influence the nursing staff job satisfaction and intentions to stay at their current workplaces.Methods: The study employed a cross-sectional survey design to collect data from a sample of 273 nursing staff in five hospitals in the Eastern Region of Ghana. Descriptive and regression analyses were performed using SPSS version 18.0Results: Nurse managers used different leadership sty...
Perceived Utilization of Leadership Styles Among Nurses
Risk Management and Healthcare Policy
Background: Nurses´ perceptions of leaders´ leadership styles has a significant impact on their well-being. Effective leadership in health care is crucial for improving and enhancing the effectiveness of health care systems. This study aimed to assess the perceived utilization of leadership styles among nurses at Jimma town public health facilities, Ethiopia. Methods: This facility-based cross-sectional study was conducted with 403 nurses. Data were collected through a self-administered structured questionnaire. Data were entered into Epi-Data version 4.6 and then exported to SPSS version 25. The strength of association was described using unstandardized adjusted β with a 95% confidence interval (CI) and p-value <0.05. Results: Of the 422 participants, 403 completed and returned the questionnaire correctly, thus achieving a response rate of 95.5%. Staff nurses perceived that their head nurses fairly often or commonly used transformational leadership styles, with a mean of 2.77 ±0.60. The multivariable linear regression analysis model indicated that there was a positive relationship between perceived leadership style and gender, overall organizational commitment, overall job-related stress, overall innovative work behavior, and overall leadership practice. However, there was a negative relationship between perceived leadership style and nurses who had not received previous training on leadership. Conclusion: This study highlights that transformational leadership is a commonly utilized leadership style by leader nurses. Effective and balanced use of various leadership styles requires knowledge (training), organizational commitment, and innovative work behavior from both leaders and staff nurses. Therefore, a transformational leadership style is key to achieving organizational goals and increasing staff nurses' productivity.