Leadership and job satisfaction among Azorean hospital nurses: an application of the situational leadership model

Abstract

The aim of this study was to describe nurse managers' leadership behaviours, comparing them with staff nurses' perceptions of their leader's leadership, as well as to determine if leadership components affect job satisfaction among staff nurses. Understanding the leadership phenomenon using a detailed theoretical framework, such as the situational leadership model, allows for the deconstruction of leadership into small segments, thereby producing a vast but detailed picture of the process involved in leading people. This quantitative, descriptive, inferential and correlational study involved the participation of 266 nurses (managers and staff) from two public Portuguese Azorean hospitals. The Leadership Effectiveness and Adaptability Description questionnaire, developed by Hersey and Blanchard, was used to assess leadership behaviours. A job satisfaction instrument, developed by the authors, was also used to determine staff nurses' satisfaction. The study revealed important differences between nurse managers and staff nurses regarding the perception of leadership components. Low levels of job satisfaction among staff nurses were detected. It was also found that some leadership components are related to staff nurses' satisfaction. Nurse managers must be aware of their leadership, applying appropriate styles, thereby developing their staff nurses' skills while promoting their professional satisfaction. Leadership is a complex process that is not separable from job satisfaction. Promoting effective leadership through formal training among nurse managers may translate into having more satisfied nurses, better nursing care, and stronger leadership.