Exploring the connections between destructive leadership styles, occupational pressures, support systems, and professional burnout in nursing: a cross-sectional survey

BACKGROUND: Destructive leadership in nursing can have detrimental effects on nurses' well-being, job performance, and patient care quality. However, there is a paucity of research examining the interplay between destructive leadership styles, occupational pressures, support systems, and professional burnout in nursing. OBJECTIVES: This study aimed to assess the prevalence of destructive leadership styles in nursing, investigate their relationships with occupational pressures and burnout, and evaluate the moderating role of support systems. METHODS: A cross-sectional survey was conducted among 166 registered nurses from five public hospitals in Hail, Saudi Arabia. A stratified random sampling technique was employed to obtain a representative sample of nurses (435). Participants completed validated scales, namely: Destructive Leadership Questionnaire (DLQ), Nursing Stress Scale (NSS), Perceived Organizational Support Scale, Multidimensional Scale of Perceived Social Support (MSPSS), and Maslach Burnout Inventory-Human Services Survey (MBI-HSS). Data were analyzed using descriptive statistics, correlations, regression, and moderation analyses. RESULTS: A high prevalence of destructive leadership styles was reported, with abusive supervision (77.7%), tyrannical behavior (75.3%), and laissez-faire leadership (63.9%) being common. Destructive leadership was positively associated with occupational pressures (r = 0.40, p < 0.01) and burnout dimensions (emotional exhaustion: r = 0.49; depersonalization: r = 0.37; p < 0.01), and negatively associated with personal accomplishment (r = -0.42, p < 0.01). Formal support systems moderated the relationship between destructive leadership and occupational pressures (β = -0.13, p < 0.05) and between occupational pressures and emotional exhaustion (β = -0.12, p < 0.05). CONCLUSIONS: Destructive leadership is prevalent in nursing and is associated with increased occupational pressures and burnout. Organizational support can mitigate the negative impact of destructive leadership. Healthcare organizations should prioritize leadership training, establish policies against destructive behaviors, and enhance support systems to promote nurse well-being. CLINICAL TRIAL NUMBER: Not applicable.