Effect of leadership styles on turnover intention among staff nurses in private hospitals: the moderating effect of perceived organizational support
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SUBMITTER: Pattali S
PROVIDER: S-EPMC10865721 | biostudies-literature | 2024 Jan
REPOSITORIES: biostudies-literature
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Project description:The working conditions created by the Covid-19 pandemic have been proven to amplify frontline nurses' desire to leave their profession in recent years; thus, exploring new causing variables is vital. This cross-sectional study examined role demands' direct and indirect effects on turnover intention through compassion fatigue and tested the various dimensions of spiritual leadership as moderators on the relationship between compassion fatigue and turnover intention. A total of 527 valid responses were collected from frontline nurses working in designated hospitals across Zhejiang province in China using a survey questionnaire. The outcomes from the hierarchical regression analysis indicated that role demands positively and significantly impacted turnover intention and compassion fatigue. Besides, compassion fatigue significantly and positively affected turnover intention and mediated its relationship with role demands. However, vision and altruistic love moderated the relationship between compassion fatigue and turnover intention, which was not true for the dimension hope/faith. This study's findings are a steppingstone for medical firms' managers and policymakers in demonstrating the likelihood of frontline nurses developing turnover thoughts arising from ambiguous and conflicting roles and the emotional strain from patients' burdens. Furthermore, an exemplary implementation of spiritual leadership could help enhance nurses' sense of calling and membership, essential in embracing the organization's vision and achieving its goals.
| S-EPMC10414576 | biostudies-literature
Project description:Although recent studies suggest a negative relationship between organizational support and turnover intention among nurses, there has been no systematic review on this issue. The aim of this systematic review and meta-analysis was to synthesize and evaluate the association between organizational support and turnover intention in nurses. The review protocol was registered with PROSPERO (CRD42023447109). A total of eight studies with 5754 nurses were included. All studies were cross-sectional and were conducted after 2010. Quality was moderate in five studies and good in three studies. We found a moderate negative correlation between organizational support and turnover intention since the pooled correlation coefficient was -0.32 (95% confidence interval: -0.42 to -0.21). All studies found a negative correlation between organizational support and turnover intention ranging from -0.10 to -0.51. A leave-one-out sensitivity analysis showed that our results were stable when each study was excluded. Egger's test and funnel plot suggested the absence of publication bias in the eight studies. Subgroup analysis showed that the negative correlation between organizational support and turnover intention was stronger in studies in China and Australia than those in Europe. Organizational support has a moderate negative correlation with turnover intention in nurses. However, data regarding the impact of organizational support on turnover intention are limited. Moreover, our study had several limitations, and thus, we cannot generalize our results. Therefore, further studies should be conducted to assess the independent effect of organizational support on turnover intention in a more valid way. In any case, nursing managers should draw attention to organizational support by developing effective clinical practice guidelines for nurses so as to reduce turnover intention.
| S-EPMC10855592 | biostudies-literature
Project description:ObjectivesThe unrelenting migration trend of Filipino nurses to other countries has threatened the quality of patient care services in the country. This study explored the extent of nurses' organizational commitment and turnover intention in the Philippines. Furthermore, predictors of nurses' organizational commitment and turnover intention were identified.MethodsA cross-sectional research design was adopted for this study. Two hundred nurses from nine rural hospitals in the Central Philippines were asked to participate in the study and 166 nurses responded (an 83% response rate). Two standardized instruments were used: the Organizational Commitment Questionnaire and the Six-item Turnover Intention Inventory Scale.ResultsFindings revealed that Philippine nurses were moderately committed (3.13 ± 0.24) to and were undecided (2.42 ± 0.67) whether or not to leave their organization. Nurses' age (P = 0.006), gender, (t = -2.25, P = 0.026), education (t = 2.38, P < 0.001), rank(t = 4.38, P < 0.001), and work experience (t = 2.18, P = 0.031) correlated significantly with organizational commitment, while nurses' age (P = 0.028) and education (t = 1.99, P = 0.048) correlated significantly with turnover intention. An inverse relationship was identified between the organizational commitment and turnover intention (r = -0.22, P = 0.005).ConclusionThe findings of this study highlight the need for formulation and implementation of interventions to promote life-long commitment in nurses and to reduce turnover rates.
| S-EPMC6626268 | biostudies-literature
Project description:AimThis study aimed to assess inclusive leadership and presenteeism among clinical nurses and to examine the moderating effect of perceived organizational support on presenteeism related to the inclusive leadership among nurses.BackgroundNurses' presenteeism has become common. In hospitals, inclusive leadership is an acknowledged leadership style that has a positive influence on nurses. However, little emphasis has been paid to research on their relationships and moderating effect.MethodsA cross-sectional study was undertaken to assess 2222 nurses using a general information questionnaire, Stanford Presenteeism Scale (SPS-6), Perceived Organisational Support Scale, and Inclusive Leadership Scale. Study variables were analyzed using descriptive statistics, correlation, and structural equation modelling (SEM).ResultsPresenteeism was relatively severe among clinical nurses. There were correlations between inclusive leadership, perceived organizational support and presenteeism. Perceived organizational support moderated the relationship between inclusive leadership and presenteeism.Discussion and conclusionNursing managers should actively adopt an inclusive leadership style and improve nurses' sense of perceived organizational support to improve clinical nurses' presenteeism behaviors.Implications for nursing policy and practiceHealthcare organizations and nursing managers should pay attention to the psychological needs of their nurses, provide complete understanding and support, encourage staff to actively participate in their work and contribute new ideas and opinions, reduce the incidence of presenteeism, and improve nurses' sense of well-being at work.
| S-EPMC10894475 | biostudies-literature
Project description:BackgroundThis study contributes to a small but growing body of literature on how context influences perceptions of patient safety in healthcare settings. We examine the impact of senior leadership support for safety, supervisory leadership support for safety, teamwork, and turnover intention on overall patient safety grade. Interaction effects of predictors on perceptions of patient safety are also examined.MethodsIn this mixed methods study, cross-sectional survey data (N = 185) were collected from nurses and non-physician healthcare professionals. Semi-structured interview data (N = 15) were collected from nurses. The study participants worked in intensive care, general medicine, mental health, or the emergency department of a large community hospital in Southern Ontario.ResultsHierarchical regression analyses showed that staff perceptions of senior leadership (p < 0.001), teamwork (p < 0.01), and turnover intention (p < 0.01) were significantly associated with overall patient safety grade. The interactive effect of teamwork and turnover intention on overall patient safety grade was also found to be significant (p < 0.05). The qualitative findings corroborated the survey results but also helped expand the characteristics of the study's key concepts (e.g., teamwork within and across professional boundaries) and why certain statistical relationships were found to be non-significant (e.g., nurse interviewees perceived the safety specific responsibilities of frontline supervisors much more broadly compared to the narrower conceptualization of the construct in the survey).ConclusionsThe results of the current study suggest that senior leadership, teamwork, and turnover intention significantly impact nursing staff perceptions of patient safety. Leadership is a modifiable contextual factor and resources should be dedicated to strengthen relational competencies of healthcare leaders. Healthcare organizations must also proactively foster inter and intra-professional collaboration by providing teamwork educational workshops or other on-site learning opportunities (e.g., simulation training). Healthcare organizations would benefit by considering the interactive effect of contextual factors as another lever for patient safety improvement, e.g., lowering staff turnover intentions would maximize the positive impact of teamwork improvement initiatives on patient safety.
| S-EPMC8323271 | biostudies-literature
Project description:Examining turnover as a noteworthy concern for businesses irrespective of their scale, this research delves into the factors influencing the inclination of employees in small and medium-sized enterprises to depart from their current workplaces. Additionally, the study explores how organizational commitment moderates the connections between attitude, subjective norms, perceived behavioral control, and intentions to leave. Methodology: Six hypotheses were formulated regarding the links between the components of the initial Theory of Planned Behavior and organizational commitment. Results: The outcomes from the partial least squares structural equation modeling indicated that the three primary predictors of the Theory of Planned Behavior have a substantial impact on turnover intention, with perceived behavioral control exerting the strongest influence. Additionally, the findings highlighted that the relationship between the Theory of Planned Behavior constructs and turnover intention is moderated by organizational commitment. Practical Implications and Originality: In this research, an expanded rendition of the Theory of Planned Behavior was employed to bring novel insights into the realm of organizational commitment among workers in small and medium-sized enterprises.
| S-EPMC10754884 | biostudies-literature
Project description:Swift social and economic environmental changes such as COVID-19 pandemic have led to increased job insecurity. The current study examines the intermediating mechanism (i.e., mediator) and its contingent factor (i.e., moderator) in the association between job insecurity and employee's turnover intention, especially from the perspective of positive psychology. By establishing a moderated mediation model, this research hypothesizes that the degree of employee meaningfulness in work may mediate the relationship between job insecurity and turnover intention. In addition, coaching leadership may play a buffering role to positively moderate the harmful impact of job insecurity on meaningfulness of work. With three-wave time-lagged data that was collected from 372 employees in South Korean organizations, the current study not only demonstrated that meaningfulness of work mediates the job insecurity-turnover intention relationship, but also that coaching leadership functions as a buffering factor in reducing the harmful influence of job insecurity on meaningfulness of work. The results of this research suggest that the level of meaningfulness of work (as a mediator) as well as coaching leadership (as a moderator) are the underlying processes and the contingent factor in the job insecurity-turnover intention link.
| S-EPMC10060841 | biostudies-literature
Project description:BackgroundIntensive Care Unit nurses are related to the medical quality and life outcome of critically ill patients. In the context of nurse shortage, it is of great significance to reduce the turnover intention of Intensive Care Unit nurses. Inclusive Leadership, organizational-based self-esteem and Interactional Justice are important factors affecting the turnover intention of Intensive Care Unit nurses. However, for the special group of Intensive Care Unit nurses, there are few studies that explore the associations between these factors. This study explores the effect of inclusive leadership on the turnover intention of Intensive Care Unit nurses and the potential mediation through organizational-based self-esteem and interactional justice.MethodA cross-sectional study design was used to investigate 460 Intensive Care Unit nurses in 4 general hospitals in northern China. The scales used in this study include the inclusive leadership scale, the organization-based self-esteem scale, the interactional justice scale and the turnover intention scale. SPSS 27.0 was used for descriptive analysis and Pearson correlation analysis. AMOS 25.0 was used to construct structural equation model and Bootstrap test.ResultsThe results showed that the turnover intention of Intensive Care Unit nurses was higher (2.05 ± 0.67). Inclusive leadership had a negative predictive effect on turnover intention (β=-0.27, P < 0.001), and organizational-based self-esteem and interactional justice played a chain mediating role in the relationship between them (β=-0.051, P < 0.05).ConclusionsInclusive leadership is significantly related to the turnover intention of Intensive Care Unit nurses, and organizational-based self-esteem and interactional justice play a chain mediating role between the two. When medical institutions and nursing managers intervene to reduce the turnover intention of Intensive Care Unit nurses, they should not only focus on inclusive leadership but also consider the impact of organizational-based self-esteem and interactional justice on turnover intention, in order to develop effective talent retention strategies.
| S-EPMC11438379 | biostudies-literature
Project description:BackgroundToxic leadership is abusive, destructive, and detrimental to nurses, can decrease nurse morale, increase stress levels, diminish organizational performance, and cause employee emotional exhaustion. Emotional exhaustion, a key component of burnout, has been linked to decreased job performance and increased likelihood of engaging in deviant behaviors at work. Organizational cynicism, as a negative attitude or distrust towards the organization and its leadership, may exacerbate the relationship between toxic leadership and workplace deviance. This study aims to explore how toxic leadership, workplace deviance, emotional exhaustion, and organizational cynicism are interrelated in the nursing profession.MethodA multicenter descriptive, cross-sectional research design was conducted at three university hospitals affiliated with three Egyptian governorates: Zagazig, El-Fayoum, and Alexandria. Two hundred forty-three nurses completed the Personal and Job-related Data Questionnaire, Toxic Leadership Scale, Emotional Exhaustion Scale, Workplace Deviance Scale, and Organizational Cynicism Scale. Mediation analysis using SPSS PROCESS revealed that emotional exhaustion indirectly influences the relationship between toxic leadership and workplace deviance, while hierarchical multiple regression showed that organizational cynicism moderates this relationship, with linear regression confirming the predictive impact of these variables on workplace deviance.ResultsToxic leadership exhibits a substantial positive influence on workplace deviance (B = 16.132, p < 0.001), as does emotional exhaustion (B = 8.760, p < 0.001) and organizational cynicism (B = 5.376, p = 0.036). Furthermore, the interaction terms of toxic leadership, organizational cynicism, and emotional exhaustion are significant (B = -3.012, p = 0.036). The negative coefficient of the interaction term implies a mitigating impact, indicating that the combined presence of high toxic leadership, high emotional exhaustion, and high organizational cynicism may counterintuitively reduce workplace deviance (t = -2.110).ConclusionThese results suggest that while toxic leadership, emotional exhaustion, and organizational cynicism each independently increase workplace deviance, their combined presence may unexpectedly reduce deviant behaviors.Implication for nursingThese results highlight the significance of tackling toxic leadership practices and cultivating a positive organizational culture to enhance a healthier work environment and reduce instances of workplace deviance. Healthcare settings should prioritize interventions to improve leadership practices, enhance employee well-being, and cultivate a supportive organizational climate.
| S-EPMC11414162 | biostudies-literature
Project description:BACKGROUND:Organizational justice is the first virtue in social institutions (J Manage 16:399-432, 1990). It is one of the most determinant factors for an effective utilization of human resources and an essential predictor of organizational success (J Manag Dev 28:457-477, 2009). Employees who perceive fairness are more likely happy with their job and less likely leave their organization (Int J Bus Manage 4:145-154, 2009). Perceived injustice, on the other hand, diminishes motivation of workers to accomplish their duties (Int J Bus Manage 4:145-154, 2009; J Educ Sci Univ Tabriz 2:27-34, 2009). Ethiopia has given emphasis to the expansion of health institutions and increasing the number of health professionals. Despite this, little emphasis has been given the human resource aspect of the health sector. Therefore, this study aims to investigate organizational justice perceptions and turnover intentions among healthcare workers in Amhara region. METHODS:One hundred ninety seven healthcare workers participated in the study. Data were collected through self- report questionnaire and semi-structured interview. The quantitative data were analyzed through MANOVA, multiple regression, and independent samples t-test. The qualitative data were analyzed through thematic analysis. RESULTS:The results of this study revealed that healthcare workers in the public hospitals held low perceived distributive, procedural, interpersonal and informational justice. Similarly, private hospitals healthcare workers had low perceptions on distributive and procedural justice. On the contrary, healthcare workers in private hospitals reported high perception of fairness on interpersonal and informational justice aspects. Both public and private hospital healthcare workers had high turnover intention. The result revealed significant difference in organizational justice perceptions between private and public hospital healthcare workers (F (4, 182) = 9.17; p < .05; partial η2 =. 168). Organizational justice dimensions (distributive, procedural, interpersonal and informational justice) significantly contributed an additional 9.9% variation in turnover intention (R 2 change = .099, F (4,170) = 4.86, p < .05). Distributive justice was the most important predictor of turnover intention (β = -.23, p < .05). CONCLUSION:Organizational justice perceptions of healthcare workers significantly predicted turnover intention. Hence, organizational justice should be given due emphasis in designing and implementing policies and strategies of human resource management.
| S-EPMC7036232 | biostudies-literature