TY - JOUR
T1 - Influence of toxic and transformational leadership practices on nurses' job satisfaction, job stress, absenteeism and turnover intention
T2 - A cross-sectional study
AU - Labrague, Leodoro J.
AU - Nwafor, Chidozie E.
AU - Tsaras, Konstantinos
N1 - Publisher Copyright:
© 2020 John Wiley & Sons Ltd
PY - 2020/7/1
Y1 - 2020/7/1
N2 - Aim: This study examined the influence of toxic and transformational leadership practices on nurses' job satisfaction, psychological distress, absenteeism and intent to leave the organisation or the nursing profession. Background: Transformational leadership is attributed to favourable nurse consequences; however, the nursing literature is silent regarding the causal association between toxic leadership and nurses' job outcomes. Methods: This is a cross-sectional study involving 770 registered nurses from 15 hospitals in Central Philippines. Data were collected using seven self-report scales during the months of December 2019 to February 2020. Results: The composite scores for the transformational leadership scale and toxic leadership scale were 4.22 and 1.59, respectively. Toxic leadership predicted job satisfaction, absenteeism, psychological distress and intention to leave the profession. Transformational leadership predicted job satisfaction and intent to leave the profession. Conclusion: Results suggest that nurses working with a transformational leader report higher job contentment and lower intent to leave the nursing profession. Nurses who work for a manager exhibiting toxic leadership behaviours demonstrated lower job contentment, higher stress levels, frequent absenteeism and higher intent to leave the nursing profession. Implication for Nursing Management: Nurse retention strategies should include measures to foster transformational leadership and derail toxic leadership practices in nurse managers through evidence-based education, training and professional development.
AB - Aim: This study examined the influence of toxic and transformational leadership practices on nurses' job satisfaction, psychological distress, absenteeism and intent to leave the organisation or the nursing profession. Background: Transformational leadership is attributed to favourable nurse consequences; however, the nursing literature is silent regarding the causal association between toxic leadership and nurses' job outcomes. Methods: This is a cross-sectional study involving 770 registered nurses from 15 hospitals in Central Philippines. Data were collected using seven self-report scales during the months of December 2019 to February 2020. Results: The composite scores for the transformational leadership scale and toxic leadership scale were 4.22 and 1.59, respectively. Toxic leadership predicted job satisfaction, absenteeism, psychological distress and intention to leave the profession. Transformational leadership predicted job satisfaction and intent to leave the profession. Conclusion: Results suggest that nurses working with a transformational leader report higher job contentment and lower intent to leave the nursing profession. Nurses who work for a manager exhibiting toxic leadership behaviours demonstrated lower job contentment, higher stress levels, frequent absenteeism and higher intent to leave the nursing profession. Implication for Nursing Management: Nurse retention strategies should include measures to foster transformational leadership and derail toxic leadership practices in nurse managers through evidence-based education, training and professional development.
KW - job satisfaction
KW - job stress
KW - nurse
KW - toxic leadership
KW - transformational leadership
KW - turnover intention
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U2 - 10.1111/jonm.13053
DO - 10.1111/jonm.13053
M3 - Article
C2 - 32453901
AN - SCOPUS:85087849291
SN - 0966-0429
VL - 28
SP - 1104
EP - 1113
JO - Journal of Nursing Management
JF - Journal of Nursing Management
IS - 5
ER -