Transformational and abusive leadership practices: impacts on novice nurses, quality of care and intention to leave

Abstract

Paying close attention to the leadership practices of nurse managers could prove effective in improving patient care and increasing the retention of new nurses, which is helpful in resolving the nursing shortage. Our results specifically suggest not only that we promote supportive leadership practices (transformational leadership) but, most of all, that we spread the word that abusive leadership creates working conditions that could be detrimental to the practice of nursing at career start.

“My hands are tied”: Nurses’ perception of organizational culture in Kenyan private hospitals

“…The major themes of restrictive work practice, top down leadership, normalizing the abnormal in team dynamics and ethical concerns, have also been found internationally to be associated with increased RN turnover. [1,4,25,26] In this study, participants reported feeling unappreciated by their employer due to lack of commensurate benefits and pay, with many describing unfairness in the distribution patterns. Feeling unappreciated emanated from perception of lack of the professional development opportunities and poor remuneration.…”

“…[24] The findings of this study concur with evidence that threats and intimidation by an authoritarian leader may lead to frustration among nursing staff and eventual turnover. [4,21] Studies have shown that nurses consider autonomy in nursing practice and control over nursing practice essential for the provision of high quality nursing care. [9] Published by Sciedu Press…”

“…[3,9] Direct predictors of dissatisfaction and turnover include work overload and work stress, [1,5] whereas a supportive nursing management and favourable work group climate are predictive of staff retention. [4,9,10] In Africa, advancement opportunities and organizational characteristics associated with empowerment and autonomy have been found to decrease the likelihood of staff attrition. [5] The nature of the work environment and ensuing organizational culture have been shown to determine RNs' job satisfaction and turnover rates.…”

“…[1,[4][5][6] Various factors attributed to nursing turnover include: job satisfaction, orga-nizational commitment, poor quality of work life, organizational culture, job stress, long working hours, burnout, and work-family conflict. [4][5][6][7] Organizational culture shapes employees' behaviors, promotes values relevant to the strategic foci of the organization, and determines the way work is done. [3,7] Organizational culture influences leadership style, leadership behaviour and RN job satisfaction.…”

“…[8] Leadership behaviour influences job satisfaction, since job satisfaction has been associated with nurses who perceive their managers to be supportive and caring. [4] Satisfaction and commitment directly influence the RN's choices to stay or leave the institution. [3,9] Direct predictors of dissatisfaction and turnover include work overload and work stress, [1,5] whereas a supportive nursing management and favourable work group climate are predictive of staff retention.…”