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The Levels, Prevalence, and Related Factors of Toxic Leadership Among Nurses Outside the United States: A Systematic
Liping Pan1, Jingxian Shang, Kexin Xue
1Research Associate (Pan), Research Associate (Shang), Research Associate (Xue), Research Associate (Yang), Research Associate (Shi), Professor (Dr. Zeng), College of Nursing, Chengdu University of Traditional Chinese Medicine, Chengdu, China; Chief Nurse Executive (Yu), Department of Urology, Sichuan Provincial People's Hospital, School of Medicine, University of Electronic Science and Technology of China, Chengdu, China.
Objective:
To systematically estimate the levels, prevalence, and related factors of toxic leadership among nurses outside the United States.
Background:
Toxic leadership contributes to nurse burnout, turnover, and reduced care quality, yet its extent and determinants remain unclear.
Methods:
Following PRISMA 2020 guidelines, 10 databases were searched from inception to February 2025. Eligible quantitative studies were synthesized using meta-analyses to pool mean scores, SDs, and prevalence rates.
Results:
Twenty-eight studies comprising 13,010 nurses in practice settings outside the United States were included. The pooled mean toxic leadership score was 2.36 (95% CI: 1.89-2.83), and the pooled prevalence of high toxic leadership was 29% (95% CI: 10%-48%).
Conclusions:
Nurses outside the United States experience moderate toxic leadership levels, with nearly 1/3 exposed to high levels. Both individual and organizational factors contribute to these perceptions, underscoring the need for leadership training and system-level interventions to improve nurse well-being and care quality.
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