Academic journal article Asian Social Science

The Influence of Leadership Style on Job Satisfaction among Nurses

Academic journal article Asian Social Science

The Influence of Leadership Style on Job Satisfaction among Nurses

Article excerpt

Abstract

Nurses roles and responsibilities contribute to the quality improvement of health care services in Malaysia. Previous research has shown that leaders play an important role in enhancing job satisfaction among the nurses. Indeed, the transformational and transactional leadership was found to be the most efficient influence among the leadership style in attaining job satisfaction. The objective of this study is to investigate the transformational and transactional leadership styles that might contribute to the job satisfaction among nurses. Survey questionnaires were used in this study as a main method for data collection. Results indicated that the transformational have more contribution towards job satisfaction compare to transactional leadership style. Based on the results, this study also includes the recommendation of future research that might be relevant to be further explored.

Keywords: leadership, transformational, transactional, job satisfaction and nurses

1. Introduction

In order to implement the health care reforms the nurses' quality services provided to the patients need to be further enhanced (Al-Ahmadi, 2008). This is very challenging due to the factors that the turnover of nurses working in government and private sectors is very high (Charka, 2009). The situation has become more critical when those experiences and highly trained staff leave the organization. There are several factors that contributed to the high turnover in this job title and one of the reasons is the job satisfaction. Lim (2007) further supports that job satisfactions cause the high turnover rates of staff in the healthcare industry. Indeed, previous research shows the nurses job lead to job stress, burnout and absenteeism. A good leadership style might contribute to increase in job satisfaction among employees (Rad & Yarmohammadian, 2006; Limsila & Ogunlana, 2007). Powell et. al., (2008) argued that transformational and transactional leadership are the main factors contributing to the job satisfaction.

Research in the area of leadership has been widely studied across all countries and most of the common leadership style includes: (1) autocratic, (2) bureaucratic, (3) laissez-faire, (4) charismatic, (5) democratic, participative, (6) situational, (7) transactional, and (8) transformational (Mosadeghrad, 2003). However, Rad and Yarmohammadian (2006) pointed out that different situation needs different leadership style. Therefore, leaders might implement different types of skills in order to increase job satisfaction among the employees.

2. Literature Review

Lo et al. (2009) argued that the leader plays an important role in delivering the responsibility rather than the focused on the authority and command when dealing with the subordinates. Besides that, leaders attitudes, behaviors, characteristics and skills might contribute to the good leadership style in the organization (Mosadeghrad, 2003). Indeed, a good leader could lead their employees to perform at the highest capability (Rad & Yarmohammadium, 2006). These leaders should have the capability to operate with integrity, honest, efficiently, and communicate clearly with employees (Aronson et. al., 2003). Effective leadership style might contribute to the success in completing task given (Gharehbaghi & McManus, 2003). Limsila and Ogunlana (2007) indicated that an appropriate leadership style leads to employee satisfaction and it is a good indicator to prove that a better style might lead employee to work effectively (Likhitwonnawut, 1996). Here, leaders should be able to communicate the values, vision and mission of their organization in order to motivate the employees (Borkowski et. al., 2011). Besides that, a leader is also a person who has the ability to guide their employees and direct their behavior (McEachen & Keogh, 2007).

Lo et. al., (2009) argued that transactional leadership demonstrated to be more efficient in obligation to change rather than those that have transformational leadership style. …

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