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Impact of leadership styles adopted by head nurses on job satisfaction: a comparative study between governmental and
Ibrahim Mbarak Abdelhafiz1, Aladeen Mah'D Alloubani2, Mohammad Almatari2
1Public Health, Faculty of Medicine, University of Tabuk, Tabuk, Saudi Arabia.
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 passive-avoidant 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 = -0.240).
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.
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