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The aim of this paper is to study the relation between leadership behaviour of nursing managers and staff turnover with respect to the intervening variables “work climate” and “job satisfaction”.

Three different well‐documented questionnaires were used to assess perceived leadership behaviour, work climate and job satisfaction. Data on staff turnover were collected from a computerized follow‐up system. Different statistical analyses such as correlation analyses, regression analyses and analyses of variance were performed in order to explore the relations.

The results show strong correlations between leadership behaviour, work climate and job satisfaction. No significant direct relation between leadership behaviour and staff turnover was shown. Staff turnover shows statistically significant correlations with the job satisfaction variable “feeling” (p≤0.005), and the work climate variables “challenge” and “playfulness” (p≤0.001).

In order to limit staff turnover, decision makers should put effort into recruiting and retaining managers that perform very well according to the needs of staff. Managers that are both relations‐oriented and production‐oriented, can manage change and are able to stimulate the staff with challenges have the best opportunities to achieve low staff turnover.

To the best of the authors' knowledge there is no study published that explores the influence of leadership behaviour, including the dimension “change”, on staff turnover in relation to intervening intrinsic factors of job satisfaction and creative work climate in nursing.

The purpose of this article is to study the impact of two leadership programmes for healthcare managers regarding their attitudes to, and views on, their leadership.

A total of 53 managers participated in two different leadership programmes i.e. one‐week (OW‐DGL) intensive leadership course and long‐term support groups. Of those, 39 (74 per cent) responded to the Wheel Questionnaire, both soon before and six months after the end of their respective leadership programmes. Overall, eight focus group interviews were conducted, and the data were analysed through content analysis.

Both leadership programmes seem to have strengthened the managers in their leadership roles. The OW‐DGL course supported the managers in learning about group dynamics and relationship‐orientated leadership. The programmes' methods differed, but the conclusion is that they complemented each other. The long‐term support groups helped the managers to structure and cope with everyday leadership situations in their occupational environment.

The OW‐DGL course was found to be good for inexperienced managers and the long‐term support groups for more experienced managers.

There is a lack of intervention studies regarding the efficacy of leadership programmes directed toward managers in health care. Two different approaches to leadership training are compared in this paper, using both quantitative and qualitative methods.