The impact of transformational leadership on nurse faculty satisfaction and burnout during the COVID‐19 pandemic: A moderated mediated analysis

Abstract

Aims To examine the effects of nursing deans/directors' transformational leadership behaviours on academic workplace culture, faculty burnout and job satisfaction. Background Transformational leadership is an imperative antecedent to organizational change, and employee well‐being and performance. However, little has been espoused regarding the theoretical and empirical mechanisms by which transformational leaders improve the academic workplace culture and faculty retention. Design A cross‐sectional survey design was implemented. Methods Nursing faculty employed in Canadian academic settings were invited to complete an anonymous online survey in May–July 2021. A total of 645 useable surveys were included in the analyses. Descriptive statistics and reliability estimates were performed. The moderated mediation model was tested using structural equation modelling in the Analysis of Moment software v24.0. Bootstrap method was used to estimate total, direct and indirect effects. Result The proposed study model was supported. Transformational leadership had both a strong direct effect on workplace culture and job satisfaction and an inverse direct effect on faculty burnout. While workplace culture mediated the effect of leadership on job satisfaction and burnout, the moderation effect of COVID‐19 was not captured in the baseline model. Conclusion The findings provide an in‐depth understanding of the factors that affect nursing faculty wellness, and evidence that supportive workplace culture can serve as an adaptive mechanism through which transformational leaders can improve retention. A transformational dean/director can proactively shape the nature of the academic work environment to mitigate the risks of burnout and improve satisfaction and ultimately faculty retention even during an unforeseen event, such as a pandemic. Implication Given the range of uncertainties associated with COVID‐19, administrators should consider practicing transformational leadership behaviours as it is most likely to be effective, especially in times of uncertainty and chaos. In doing so, academic leaders can work towards equitable policies, plans and decisions and rebuild resources to address the immediate and long‐term psychological and overall health impacts of COVID‐19.

Predictors of Post-Traumatic Growth in a Sample of United Kingdom Mental and Community Healthcare Workers during the COVID-19 Pandemic

“…An organizational climate that supports continuous professional development and new innovations to promote staff wellbeing is key to both individual job satisfaction and organizational sustainability [ 102 ]. Such a climate can be created by a transformational leadership style, which focusses on inspiring and motivating employees to think creatively and to feel empowered to enact positive change in their organization [ 103 ], and has been shown to reduce burnout and increase job satisfaction and innovative ways of working [ 104 , 105 , 106 ]. This is in turn facilitated by a clear leadership vision, leadership behaviour which builds trust and respect, and communication with staff that encourages knowledge sharing, collaboration, and creativity [ 107 ].…”

Nature and extent of disruptions to staff clinical supervision practices in health care settings due to COVID‐19: A survey study

“…25 Institutional commitment is necessary in making changes to work environments to ensure a supportive workplace culture. 26 Health care organisations are key to promoting a positive supervisory culture through the use of CS frameworks, policies, processes, tools and by ensuring staff are adequately trained and have protected time to engage in CS. 10,11 Several participants in this study noted a lack of awareness of organisational and/or professional requirements of CS.…”

Does transformational leadership and psychological empowerment improve nurses' innovative behaviour during COVID‐19 outbreak? A cross‐sectional study

“…Studies show that transformational leadership is one of the leadership styles that affect outcomes in health care settings (Ferreira et al, 2022). Transformational leaders may have dampened the negative effects of COVID-19 by creating an inclusive and supportive work environment (Boamah, 2022). Lead-follower interaction and the quality of this relationship are important components of improving innovation in the work environment (Sarıköse & Türkmen, 2020).…”

“…Transformational leadership refers to behaviours of leaders who motivate employees to exceed expected levels of job performance and to implement organizational goals (Bass, 1985). Transformational leadership had a positive effect on patients, professionals and organizations (Ferreira et al, 2022), such as enhanced nurse faculty satisfaction (Boamah, 2022), innovative work behaviour (Masood & Afsar, 2017), employee wellbeing and willingness to stay in the organization (Xie et al, 2020), and reduced burnout (Wu et al, 2020). During the last several decades, transformational leadership has emerged as one of the most effective operational leadership paradigms for 21st century leaders (WHO, 2020a).…”