Impact of leadership styles adopted by head nurses on job satisfaction: a comparative study between governmental and private hospitals in Jordan

BACKGROUND: Previous studies demonstrated that leadership styles are the basis of daily interactions between leaders and employees and facilitate and enhance work processes. AIM: This study aimed to explore how the leadership styles of nurse leaders affect job satisfaction among working nurses. METHODS: Quantitative, descriptive and comparative methods were used. Three main Ministry of Health hospitals in different areas of Jordan and three private hospitals in Amman were selected. RESULTS: Among the leadership styles measured by the Multi-factor Leadership Questionnaire 5X, transformational leadership had been used by head nurse managers in both settings more than transactional leadership and passive-avoidant leadership. The level of job satisfaction among nursing staff was higher in public hospitals than in private hospitals in this study. A positive relationship was found between the overall score for transformational leadership and job satisfaction (r = 0.374**). The overall transactional leadership score correlated positively with job satisfaction (r = 0.391**). Conversely, the overall correlation between passive-avoidant leadership and job satisfaction was negative (r = -0.240). CONCLUSION: The increased development of transformational leadership behaviours increases nurses' job satisfaction and thus contributes to an increased retention of nurses. IMPLICATIONS FOR NURSING MANAGEMENT: The ability of hospitals to address the leadership styles of head nurses and their impacts on job satisfaction will be strengthened.