Posted: May 13th, 2023

The Association of Leadership Styles and Nurses’ Well-being

The Association of Leadership Styles and Nurses’ Well-being
The relationship between nursing leadership styles and the well-being of nurses is a critical aspect of nursing practice. Nursing leadership styles play a vital role in patient outcomes, staff morale, resource allocation, and professional development of nurses (Sarver et al., 2019). Challenges in nursing leadership include staff shortages, workplace conflicts, changes in healthcare policies and regulations, and balancing administrative tasks and patient care (Wei et al., 2020). Effective leadership in nursing can mitigate these challenges by improving patient outcomes, creating a positive working environment, adapting to new healthcare trends and policies, and encouraging professional growth. According to Sabbah et al. (2020), nursing leadership involves guiding and directing healthcare professionals to ensure they deliver patient-centered quality services. Effective nurse leaders should have excellent communication skills, critical thinking, problem-solving abilities, and interpersonal skills (Kelly & Hearld, 2020). Nursing leadership is crucial in ensuring that patients receive safe and effective services. Therefore, nurse leaders should be well-informed with the latest healthcare trends and policy information to ensure patients receive appropriate care.

Nursing Leadership Styles
Nursing leadership styles are categorized into different categories, which determine how nurses interact with patients and how they make decisions. The three main categories of nursing leadership styles are transformational, laissez-faire, and transactional (Alilyyani et al., 2022; Alsaqqa, 2023).
Transformational leadership style inspires and motivates nurses to deliver quality patient services. This leadership style challenges nurses to be creative thinkers who support new ideas and approaches that improve patient care (Gashaye et al., 2023). Transformational nurse leaders give development opportunities to their staff to ensure they pursue their academic excellence, which translates to improved patient outcomes. Transformational leadership builds a working team characterized by teamwork, collaboration, and open communication (Qtait, 2023; Burmeister et al., 2020). This results in improved patient outcomes characterized by high standards of care and evidence-based medical results.

Laissez-faire leadership style allows team members to work independently without interference or guidance from their leader. This style encourages autonomy and creativity among team members, who are allowed to have open discussions on issues related to nursing care (Specchia et al., 2021; Arikan, 2020). Employees feel motivated and engaged in their roles since they can discuss issues that affect them (Alzahrani, 2019). The laissez-faire leadership style works best where team members are experienced and knowledgeable and require minimal direction while performing their duties.

Transactional leadership style requires employers to establish clear expectations for employees and reward employees for achieving the highest outcomes. This leadership style helps nurses maintain good conduct that enables them to meet the requirements of health standards, which improve the standards of care (Passakonjaras & Hartijasti, 2020). The role of transactional leadership in nursing involves monitoring performance, whereby nurses’ staff performance is evaluated using performance metrics, and feedback is provided (Richards, 2020). Transactional leaders reward their staff members with recognition by offering promotions, rewards, and other incentives that can persuade and motivate them (Sabbah et al., 2020). This challenges employees to work better to achieve the expected standards that facilitate effective patient care.

Research Hypothesis
The research hypothesis states that there is an association between nursing leadership styles and nurses’ well-being. The null hypothesis (H0) is that there is no association between leadership styles and nurses’ well-being. A statistical analysis will be used to test the hypothesis and determine whether the null hypothesis is rejected or fails to be rejected. The conclusion will state whether there is an association between leadership styles and nurses’ well-being.

Research Objectives
The general objective of the research
The specific objectives of this research include:

To identify the key factors that contribute to employee turnover in the retail industry.

To examine the impact of employee turnover on organizational performance in the retail industry.

To explore the strategies that retail organizations use to manage employee turnover.

To evaluate the effectiveness of these strategies in reducing employee turnover and improving organizational performance.

Methodology

This research will adopt a mixed-methods approach, combining both qualitative and quantitative research methods. The primary data collection method will be through the use of questionnaires and semi-structured interviews.

Questionnaires will be distributed to employees working in the retail industry to obtain their views on the factors that contribute to employee turnover, the impact of employee turnover on organizational performance, and the strategies used by their organizations to manage employee turnover.

Semi-structured interviews will be conducted with senior managers and human resource managers in retail organizations to obtain a deeper understanding of the strategies used to manage employee turnover and their effectiveness.

In addition, secondary data sources such as academic journals, industry reports, and government statistics will be used to provide background information and support the research findings.

Data Analysis

The quantitative data obtained from the questionnaires will be analyzed using descriptive statistics such as frequency distribution, mean, and standard deviation. Inferential statistics such as correlation analysis and regression analysis will be used to examine the relationship between employee turnover, organizational performance, and the strategies used to manage employee turnover.

The qualitative data obtained from the semi-structured interviews will be analyzed using thematic analysis. Themes and patterns will be identified from the interview data, and the data will be organized into meaningful categories.

Expected Results

The research findings are expected to provide insights into the key factors that contribute to employee turnover in the retail industry, the impact of employee turnover on organizational performance, and the strategies used by retail organizations to manage employee turnover.

The research findings will also provide guidance to retail organizations on the most effective strategies to manage employee turnover and improve organizational performance. By implementing effective employee turnover management strategies, retail organizations can reduce their employee turnover rates, retain their valuable employees, and improve their overall performance.

Conclusion

Employee turnover is a critical issue that affects the retail industry, and its impact on organizational performance cannot be ignored. This research aims to provide insights into the key factors that contribute to employee turnover in the retail industry, the impact of employee turnover on organizational performance, and the strategies used by retail organizations to manage employee turnover.

The research findings are expected to contribute to the body of knowledge on employee turnover management in the retail industry and provide guidance to retail organizations on the most effective strategies to manage employee turnover and improve their overall performance.
References

Alilyyani, B., Kerr, M. S., Wong, C., & Wazqar, D. Y. (2022). An integrative review of nursing leadership in Saudi Arabia. Nursing Open, 9(1), 140–155. https://doi.org/10.1002/nop2.1117
Almarwany, K. H., Alzhrani, F. M., Althubyani, H. H. H., Alharthi, R. D. S., Alzahrani, A. M., Alhilali, I. S., … & Sulaimani, S. M. A. A. A study of Relationship between Leadership Styles and Job Security among Nurses Working in Makkah health cluster in Saudi Arabia 2021. https://ejmcm.com/article_19612_b20e1e7e821caa7fa2bef311386e2673.pdf
Alsaqqa, H. (2023). Assessment of leadership styles at hospitals in Gaza strip of Palestine. Contaduría y Administración, 68(3), 395. http://cya.unam.mx/index.php/cya/article/viewFile/3049/1987
Alzahrani, S. (2019). Transformational leadership style on nursing job satisfaction amongst nurses in hospital settings: Findings from systematic review. Global Journal of Health Science, 11(6), 1-25. https://ideas.repec.org/a/ibn/gjhsjl/v11y2019i6p25.html
Arikan, C. L. (2020). An overview of leadership styles for organizations. Romanian Economic and Business Review, 15(3), 45-54. https://rebe.rau.ro/REBE-FA20.pdf#page=45
Behera, R. K., Bala, P. K., & Dhir, A. (2019). The emerging role of cognitive computing in healthcare: A systematic literature review. International journal of medical informatics, 129, 154-166. https://doi.org/10.1016/j.ijmedinf.2019.04.024
Bloomfield, J., & Fisher, M. J. (2019). Quantitative research design. Journal of the Australasian Rehabilitation Nurses Association, 22(2), 27–30. https://search.informit.org/doi/epdf/10.3316/informit.738299924514584
Burmeister, A., Li, Y., Wang, M., Shi, J., & Jin, Y. (2020). Team knowledge exchange: How and when does transformational leadership have an effect? Journal of Organizational Behavior, 41(1), 17-31. https://doi.org/10.1002/job.2411
Corti, L., Van den Eynden, V., Bishop, L., & Woollard, M. (2019). Managing and sharing research data: A guide to good practice. Sage.
Ferreira, T. D., Mesquita, G. R., Melo, G. C., Oliveira, M. S., Bucci, A. F., Porcari, T. A., Teles, M. G., Altafini, J., Dias, F. C., & Gasparino, R. C. (2022). The influence of nursing leadership styles on the outcomes of patients, professionals, and institutions: An integrative review. Journal of Nursing Management, 30(4), 936–953. https://doi.org/10.1111/jonm.13592
Gashaye, M., Tilahun, D., Belay, A., & Bereka, B. (2023). Perceived utilization of leadership styles among nurses. Risk Management and Healthcare Policy, 215-224. https://doi.org/10.2147/RMHP.S388966
Lee, S., & Kim, J. (2021). Rapport quality in investigative interviews: Effects on open-ended questions and free recall responses. Police Practice and Research, 22(1), 996-1008. https://doi.org/10.1080/15614263.2020.1786691
Li, T., Higgins, P.T., Thomas, J., Chandler, J., Cumpston, M. & Welch, A.V. (Eds.). (2019). The Cochrane Handbook for systematic review of interventions: Collecting data. The Cochrane Collaboration
Kelly, R. J., & Hearld, L. R. (2020). Burnout and leadership style in behavioral health care: A literature review. The Journal of Behavioral Health Services & Research, 47(4), 581–600. https://doi.org/10.1007/s11414-019-09679-z
Taherdoost, H. (2021). Data collection methods and tools for research; a step-by-step guide to choose data collection technique for academic and business research projects. International Journal of Academic Research in Management (IJARM), 10(1), 10-38. https://hal.science/hal-03741847/document
Sabbah, I. M., Ibrahim, T. T., Khamis, R. H., Bakhour, H. A. M., Sabbah, S. M., Droubi, N. S., & Sabbah, H. M. (2020). The association of leadership styles and nurses’ well-being: A cross-sectional study in healthcare settings. Pan African Medical Journal, 36(1). https://doi.org/10.11604%2Fpamj.2020.36.328.19720
Sarver, W., Kohler, L., & Seabold, K. (2019). Leadership development through the patient care coordinator role. Nursing Management, 50(4), 50-53. https://journals.lww.com/nursingmanagement/fulltext/2019/04000/leadership_development_through_the_patient_care.11.aspx
Sileyew, K. J. (2019). Research design and methodology (pp. 1-12). Rijeka: IntechOpen.
Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. International Journal of Environmental Research and Public Health, 18(4), 1552. file:///C:/Users/admin/Downloads/ijerph-18-01552.pdf
Palenius, S. (2022). Relationship to the leadership of nurses and their well-being at work – a systematic literature review. Metropolia University of Applied Sciences. Retrieved May 2, 2023, from https://www.theseus.fi/bitstream/handle/10024/744805/Palenius_Sofia.pdf?sequence=2
Passakonjaras, S., & Hartijasti, Y. (2020). Transactional and transformational leadership: A study of Indonesian managers. Management Research Review, 43(6), 645-667. https://doi.org/10.1108/MRR-07-2019-0318
Qtait, M. (2023). Head nurses’ leadership styles and nurses’ performance systematic review. International Journal of Africa Nursing Sciences, 100564. https://doi.org/10.1016/j.ijans.2023.100564
Richards, A. (2020). Exploring the benefits and limitations of transactional leadership in healthcare. Nursing Standard, 35(12), 46–50. DOI:10.7748/ns.2020.e11593
Wei, H., King, A., Jiang, Y., Sewell, K. A., & Lake, D. M. (2020). The impact of nurse leadership styles on nurse burnout: A systematic literature review. Nurse Leader, 18(5), 439–450. https://doi.org/10.1016/j.mnl.2020.04.002

Order | Check Discount