A Correlational Study of Leadership Styles and Nurses' Morale and Intention to Stay

Abstract

The leadership style of head nurses affects the organizational atmosphere of nursing teams. The aim of this study was to analyze the correlation between head nurse leadership styles and nurses' morale and intention to stay, as well as the explained variance for each. The descriptive correlational design employed in this study used a convenience sample of 790 nursing staff working at a medical center in southern Taiwan. We cross-sectionally surveyed each participant's intention to stay, morale, and perception of their head nurse's leadership style. The participants perceived their head nurses as having both transformational and transactional leadership styles. A moderate to highly positive correlation was identified among leadership style, morale, and intention to stay. One-way analyses of variance found that the participants who were seniors, were married, had children, were at clinical ladder N3 or above, had rotation experience, and held a public servant position had relatively higher morale and intention to stay. After controlling for potentially confounding factors, hierarchical regression analyses revealed that the explained variance of leadership styles on intention to stay and morale was 22% and 28%, respectively. Transformational leadership was found to significantly predict intention to stay and morale. However, transactional leadership significantly impacted morale only, albeit at a lower level than transformational leadership. How nurses perceive the leadership style of their head nurses may affect their intention to stay and morale while at work. Advanced training to strengthen and internalize leadership styles for head nurses is suggested. Creating a positive and friendly working environment is conducive to improving the morale of nurses and retention rates in the nursing workplace.