The Influence of Transformational Leadership Style to Nurse Job Satisfaction and Performance in Hospital
DOI:
https://doi.org/10.58344/jws.v1i7.69Keywords:
Transformational Leadership Style, Performance, Job Satisfaction, Nurses, HospitalAbstract
The complexity of today's healthcare system challenges hospitals to provide safe, patient-oriented, and cost-effective services. Leadership style in an organization is one factor that plays an essential role in increasing or slowing down the interest and commitment of individuals in the organization. The transformational leadership style emphasizes moral principles, cooperation, and community together united in the privilege of human ethics. Job satisfaction of nurses is expected to improve their performance to create full service to patients. This literature review aims to determine the effect of transformational leadership style on job satisfaction and performance of hospital nurses. The method in this study is a literature review by searching for articles through the Ebscohost, Science direct, and Proquest electronic databases published from 2016-2021 and meeting the inclusion criteria. The review process uses the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines. Results: The results of this review obtained nine articles showing that the transformational leadership style has a positive influence on job satisfaction. Five reports show that leadership positively affects nurse performance in hospitals. Transformational leadership style influences job satisfaction and nurse performance in hospitals. Transformational leadership has more influence on nurse performance than transactional leadership in public hospitals. Nurses' job satisfaction is influenced by opportunity, structural empowerment, job attachment, work environment, and stress. At the same time, nurse performance is influenced by organizational commitment, employee empowerment, workload, motivation, stress, psychological safety, work attachment, and work environment.
References
Aini, Q. (2018). Management skill and leadership: a case study from hospital managers of charity business in health. The Journal of Social Sciences Research, 4(12), 478–482. https://doi.org/10.32861/jssr.412.478.482.
Almutairi, D. O. (2016). The mediating effects of organizational commitment on the relationship between transformational leadership style and job performance. International Journal of Business and Management, 11(1), 231–241. https://doi.org/10.5539/ijbm.v11n1p231.
Asif, M., Jameel, A., Hussain, A., Hwang, J., & Sahito, N. (2019). Linking transformational leadership with nurse-assessed adverse patient outcomes and the quality of care: assessing the role of job satisfaction and structural empowerment. International Journal of Environmental Research and Public Health, 16(13), 1–15. https://doi.org/10.3390/ijerph16132381.
Asiri, S. A., Rohrer, W. W., Al-Surimi, K., Da’ar, O. O., & Ahmed, A. (2016). The association of leadership styles and empowerment with nurses’ organizational commitment in an acute health care setting: a cross-sectional study. BMC Nursing, 15(1), 1–10. https://doi.org/10.1186/s12912-016-0161-7.
Brahim, A. B., Ridic, O., & Jukic, T. (2015). The effect of transactional leadership on employees performance-case study of 5 Algerian banking institutions. Economic Review: Journal of Economics and Business, 13(2), 7–20.
Breed, M., Downing, C., & Ally, H. (2020). Factors influencing motivation of nurse leaders in a private hospital group in Gauteng, South Africa: A quantitative study. Curationis, 43(1), 1–9. https://doi.org/10.4102/curationis.v43i1.2011.
Chairina, R. R. L., Sularso, R. A., Tobing, D. S., & Irawan, B. (2019). Determinants of nurse performance in accredited Indonesian private hospitals. Problems and Perspectives in Management, 17(1), 163–175. https://doi.org/10.21511/ppm.17(1).2019.15.
Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: the mediating role of employee empowerment. Human Resources for Health, 14(1), 1–14. https://doi.org/10.1186/s12960-016-0171-2.
DiNapoli, J. M., O’Flaherty, D., Musil, C., Clavelle, J. T., & Fitzpatrick, J. J. (2016). The relationship of clinical nurses’ perceptions of structural and psychological empowerment and engagement on their unit. The Journal of Nursing Administration, 46(2), 95–100. https://doi.org/10.1097/NNA.0000000000000302.
Ferreira, V. B., Amestoy, S. C., Silva, G. T. R. da, Felzemburgh, R. D. M., Santana, N., Trindade, L. de L., Santos, I. A. R. dos, & Varanda, P. A. G. (2018). Transformational leadership in nurses’ practice in a university hospital. Acta Paulista de Enfermagem, 31(6), 644–650. https://doi.org/10.1590/1982-0194201800088.
Jankelová, N., & Joniaková, Z. (2021). Communication skills and transformational leadership style of first-line nurse managers in relation to job satisfaction of nurses and moderators of this relationship. Healthcare, 9(3), 346. https://doi.org/10.3390/healthcare9030346.
Kuantan, P. (2015). Transactional or transformational leadership: which works best for now? In International Journal of Industrial Management, 2289 (Vol. 9286). Malaysia: Universiti Malaysia Pahang.
Lai, F.-Y., Tang, H.-C., Lu, S.-C., Lee, Y.-C., & Lin, C.-C. (2020). Transformational leadership and job performance: The mediating role of work engagement. Sage Open, 10(1), 1–11. https://doi.org/10.1177/2158244019899085.
Manesh, M. H., Singh, J. S. K., & Hussain, I. A. B. (2018). Transformational leadership and contextual performance: A quantitative study among nursing staff in Kuala Lumpur. International Journal of Management and Sustainability, 7(2), 101–112. https://doi.org/10.18488/journal.11.2018.72.101.112.
Mudallal, R. H., Saleh, M. Y. N., Al-Modallal, H. M., & Abdel-Rahman, R. Y. (2017). Quality of nursing care: the influence of work conditions and burnout. International Journal of Africa Nursing Sciences, 7(1), 24–30. https://doi.org/10.1016/j.ijans.2017.06.002.
Olu-Abiodun, O., & Abiodun, O. (2017). Perception of transformational leadership behaviour among general hospital nurses in Ogun State, Nigeria. International Journal of Africa Nursing Sciences, 6(1), 22–27. https://doi.org/10.1016/j.ijans.2017.02.001.
Pan, X., Mao, T., Zhang, J., Wang, J., & Su, P. (2017). Psychological capital mediates the association between nurses’ practice environment and work engagement among Chinese male nurses. International Journal of Nursing Sciences, 4(4), 378–383. https://doi.org/10.1016/j.ijnss.2017.09.009.
Sari, M., Titisari, K. H., & Istiatin, I. (2021). Leadership Style, Work Load, Motivation and Stress on the Performance of Nurses of Central Surgical Installations of Orthopedi Prof. Soeharso Hospital Surakarta. International Journal of Economics, Business and Accounting Research (IJEBAR), 5(3), 2644–2656.
Wang, H.-F., Chen, Y.-C., Yang, F.-H., & Juan, C.-W. (2021). Relationship between transformational leadership and nurses’ job performance: The mediating effect of psychological safety. Social Behavior and Personality: An International Journal, 49(5), 1–12. https://doi.org/10.2224/sbp.9712
Published
How to Cite
Issue
Section
License
Copyright (c) 2022 Journal of World Science

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-ShareAlike 4.0 International. that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.