The global nursing workforce faces ongoing challenges related to retention and work-related well-being, with leadership in nursing administration recognized as a key organizational factor influencing these outcomes. A synthesis of contemporary evidence is needed to inform evidence-based management practices. To synthesize contemporary empirical evidence on nursing leadership styles and their association with nurse retention and well-being. A systematic search of PubMed, Web of Science, and Scopus was conducted for studies published between November 2021 and November 2025, following PRISMA 2020 guidelines. Two reviewers independently screened studies and extracted data. Methodological quality was assessed using Joanna Briggs Institute tools. Due to heterogeneity, findings were integrated using narrative synthesis. Twenty-one studies were included. Transformational (n = 7), authentic (n = 3), and toxic (n = 3) leadership were most frequently examined. Positive leadership styles, particularly transformational and authentic leadership, were consistently associated with lower turnover intention and improved well-being outcomes such as job satisfaction and work engagement. Toxic leadership was consistently associated with higher turnover intention and adverse well-being outcomes. Transformational leadership showed the most consistent associations across studies, whereas other leadership styles were supported by more limited or context-specific evidence. Mediating mechanisms included psychological safety, job satisfaction, and organizational justice. Contextual factors influenced the strength of these associations. Contemporary evidence indicates that nursing leadership is an important organizational factor associated with nurse retention and well-being. Leadership approaches that promote supportive environments and engagement are linked to more favorable outcomes, highlighting the importance of context-sensitive leadership development.
Abousoliman et al. (Wed,) studied this question.