Transformational leadership practices of nurse managers: the effects on the organizational commitment and job satisfaction of staff nurses
ISSN: 1751-1879
Article publication date: 27 May 2022
Issue publication date: 19 October 2022
Abstract
Purpose
This study aims to investigate the perception of nurse managers and staff nurses regarding the transformational leadership (TL) style of nurse managers and determine the effects of the TL practices on organizational commitment and job satisfaction of staff nurses.
Design/methodology/approach
This cross-sectional and descriptive study was conducted with 153 nurses (17 nurse managers and 136 staff nurses) working in a university hospital. Data were collected from participants through a demographic questionnaire, leadership practices inventory (self/observer), organizational commitment scale and job satisfaction scale.
Findings
The self-assessment of the TL practices of the nurse managers were more favourable than the assessment of the leadership practices made by staff nurses. The TL practices of the nurse managers accounted for 9% of the total organizational commitment and 24% of the total job satisfaction of the staff nurses.
Originality/value
The results indicated that leadership practices by nurse managers need to show greater awareness of the effects of these leadership practices on the organizational commitment and job satisfaction of their staff nurses. Hospitals need to consider how they develop, support and encourage because of the positive impact TL has on health priorities and retention of staff.
Keywords
Acknowledgements
The authors would like to thank all of the nurses who participated in this study.
Funding: This research received no specific grant from any funding agency in the public, commercial, or not-for-profit sectors.
Citation
Uslu Sahan, F. and Terzioglu, F. (2022), "Transformational leadership practices of nurse managers: the effects on the organizational commitment and job satisfaction of staff nurses", Leadership in Health Services, Vol. 35 No. 4, pp. 494-505. https://doi.org/10.1108/LHS-11-2021-0091
Publisher
:Emerald Publishing Limited
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