Abstract
Research Background: The study looks at the impact of nurse leaders’ leadership styles on job satisfaction and burnout for UK nurses, particularly as the NHS is under pressure. The relationship between leadership styles such as transformational and supportive and job satisfaction and authoritarian styles and burnout is demonstrated.
Aim: To explore the impact of nurse leaders’ and managers’ leadership styles on job satisfaction and burnout among qualified nurses in the United Kingdom.
Methodology: In order to identify relevant studies, a systematic literature review was carried out according to PRISMA guidelines. Using Boolean operators, we searched databases like PubMed, Scopus, and CINAHL according to defined inclusion criteria and searched for peer reviewed articles about leadership styles, job satisfaction and burnout of UK nurses. Based on the research articles selected, a total of 8 research articles are picked on which thematic analysis has been done.
Findings: Job satisfaction was increased, and burnout was decreased with supportive and transformational leadership while lower stress and turnover intentions was observed with authoritarian leadership styles. Emotional support and workload management, provided by effective leadership practices increased nurses’ engagement and performance. The research argues for investment in leadership training and solutions to systemic problems such as understaffing.
Conclusion: This research emphasizes the substantial impact of leadership on nurse wellbeing and patient outcomes and supports best practice supportive leadership and systemic changes to form a robust and effective healthcare workforce.
Introduction
The healthcare industry is changing, it is important to investigate how the leadership styles of nurse leaders affect trained nurses’ work satisfaction and burnout in the UK. This is vital to comprehend how various leadership philosophies impact nurses’ experiences since nurse leaders have a significant impact on workplace culture and employee ethical (Alrobai, 2020). There are several broad categories of leadership styles in nursing, including transformational, transactional, authoritarian, democratic, laissez-faire and servant leadership since higher work satisfaction and reduced levels of burnout among nursing personnel have been repeatedly associated with transformational leadership, which underscores inspiration and motivation (Specchia et al., 2021).
It has improved performance and patient care results from transformational leadership method, which creates an atmosphere where nurses feel empowered and appreciated (Alzahrani and Hasan, 2019). Transactional leadership, which emphasises compliance and organised activities, might have conflicting effects on employee work satisfaction as although it can work well in high-pressure scenarios when quick results are needed (Hutama et al., 2024). It frequently falls short of creating a positive environment that fosters professional development. As per Mudallal et al. (2017), autocratic leadership restricts nurses’ autonomy and participation in decision-making, and it might worsen feelings of discontent and fatigue.
In the UK, the NHS has been identified to be continuously facing increased levels of pressure because of the shortages of staff and aging of the whole population which has further been analysed to be affecting the expectations of the patients (Khan, 2023). The scenario has increased the preferences of involving effective nursing leadership approaches which showcases a relationship between the styles of leadership and the wellbeing of the nurses. As per Dall’Ora et al. (2020), more than 60% of the nurses within the healthcare sectors in the UK have stated having an increased feeling of exhaustion because of the increased workload developed by the nurse leaders or managers. This increased pressure by the leaders decreased the job satisfaction rates among certain nurses while further increasing the overall rates of turnover. Through overall analysis, it has been identified that the presence of democratic and transformational leadership approaches is required in the healthcare sectors of the UK.
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Background
The vital topic to investigate that has drawn more attention recently is the connection between the leadership philosophies of nurse leaders and the levels of burnout and job satisfaction among licensed nurses in the UK, especially in light of the system’s continuous difficulties in encouraging good work environment is a must for effective nursing leadership, since it has a direct impact on nurses’ job satisfaction and vulnerability to burnout (Gebreheat et al., 2023). These nurse managers’ interactions with their teams, communication channels and professional growth are influenced by their leadership styles, which range from transformative to transactional since transformational leadership, which is defined as inspiring, motivating and supporting each team member individually, has been shown to have a positive correlation with work satisfaction.
Whereas since they frequently restrict nurses’ autonomy and participation in decision-making processes, authoritarian or transactional leadership styles might result in higher levels of stress and discontent. Numerous studies have demonstrated the detrimental consequences of high turnover rates and burnout on the quality of patient care, underscoring the necessity of good nursing leadership (Othman, 2022). Its problems were made worse by the COVID-19 pandemic, which demonstrated how important supportive leadership is for preserving employee resilience and ethics in times of crisis (Um-E-Rubbab et al., 2021).
This dual duty calls for a cultured comprehension of nursing contexts’ leadership dynamics. The development of nurse leaders is capable of successfully navigating the intricacies of contemporary healthcare contexts. This is emphasised in NHS England’s strategic plan as it sees that the healthcare organisation might raise employee morale and retention rates by personalised leadership development programs to the unique requirements of nursing employees (Wei et al., 2020). It then investigates the effects of various leadership philosophies on burnout and job satisfaction among licensed nurses in the UK which is essential to create successful treatments that promote nurse retention and improves the standard of patient care understanding. Such dynamics will be vital to develop resilient nursing teams that can provide high-quality care in the face of persistent problems as the healthcare landscape changes.
Aim
This systematic literature review aims to explore the impact of nurse leaders’ and managers’ leadership styles on job satisfaction and burnout among qualified nurses in the United Kingdom.
Objectives
- To identify and categorise the leadership styles employed by nurse leaders and managers in the UK healthcare settings.
- To examine the relationship between different leadership styles and the job satisfaction levels of qualified nurses.
- To investigate how various leadership approaches contribute to or mitigate burnout among qualified nurses, considering factors such as workload, support and work environment.
Research Question (PIO format)
Population (P):
Qualified nurses in the United Kingdom.
Intervention (I):
Leadership styles of nurse leaders and managers (e.g., transformational, supportive, distributed leadership).
Outcome (O):
Job satisfaction and burnout levels among qualified nurses.
How do nurse leaders’ and managers’ leadership styles affect job satisfaction and burnout among qualified nurses in the United Kingdom?
Rationale or Significance:
The effective leadership is essential in healthcare backgrounds, which is why it is important to look into how nurse leaders’ leadership styles affect trained nurses’ work satisfaction and burnout in the UK; as healthcare organisations start to realise that their most precious asset is their people capital (Pishgooie et al., 2019). The research sees through and demonstrates that nurse managers’ leadership style has a major impact on work satisfaction, which in turn affects employee retention, the standard of patient care and the prevalent efficacy of the organisation. It shows that transformational leadership, which is defined by empowerment, inspiration and support, has a favourable correlation with nursing employees’ burnout rates and work satisfaction as the importance of this research goes beyond personal health; it has wider ramifications for the provision of healthcare (Roshida et al., 2023). Hence, nurses who are very satisfied with their jobs are more committed to the organisation, have better patient outcomes and have lower turnover rates as effective nurse leadership is more important than ever as the UK healthcare system deals with persistent issues including staffing shortages, rising patient expectations and the COVID-19 pandemic’s aftermath.
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Methodology
Search Design
This study has employed a systematic review to investigate how the leadership styles of nurse leaders affect trained nurses’ work satisfaction and burnout in the UK; since it thoroughly synthesise the body of research on leadership impacts on nurses’ experiences, highlighting trends and gaps. The primary objective was to assess how different leadership philosophies used by nurse managers relate to the degree of burnout and work satisfaction experienced by nurses in the United Kingdom with a thorough literature search utilising pertinent keywords across databases.
PubMed and CINAHL has to be one of the essential procedures in the review, which has to adhere to recognised principles like PRISMA (Page et al., 2021). These studies have been done with registered nurses in the UK who look at the link between leadership and job satisfaction or burnout as the main focus of the inclusion criteria. It has major findings and research features which are methodically captured by data extraction and standardised instruments have been used for quality rating to ensure a thorough assessment to be able to detect recurring themes and the results to be thematically synthesised; meta-synthesis methods may be used to get qualitative insights.
Overall, through the development of this systematic review, some of the important variables like communication patterns, organisational support and workload can be identified which can further help in analysing the actual relation between the outcomes of nurses and the styles of leadership. Through focusing on the analysis of all the variables, this review has also been identified to increase the understanding of the effectiveness of different types of leadership strategies for decreasing the impact of the nurse leaders on the registered or qualified nurses.
Search strategy
Boolean operators
The operative practice of Boolean operators has been made to filter search results so the searchers can contact using the AND operator, which makes sure all given phrases show up, like “nurse leadership AND job satisfaction AND burnout.” (Ali and Ali, 2020). This helps to add synonyms or similar phrases, and the OR operator expands searches, like “leadership style OR management style.” Certain phrases, such as “nurse leadership NOT student,” have been excluded using the NOT operator to clear out research that focuses on licensed nurses rather than nursing students.
Key Terms
The main phrases must direct the literature search in the systematic review investigating how the leadership styles of nurse leaders affect burnout and work satisfaction among licensed nurses in the UK since these involve “nurse leadership,” “leadership styles,” “job satisfaction,” “burnout,” together with “qualified nurses” (Vaismoradi et al., 2020). Hence, other phrases like “patient care quality” and “UK healthcare system” needs to be included to find appropriate research, efficient search terms like (“nurse leadership” OR “nursing management”) AND (“job satisfaction” OR “employee satisfaction”) are be used.
| Boolean Operator | Search Terms |
| AND | “Transformational leadership AND job satisfaction AND burnout” |
| OR | “Transformational leadership OR inspirational leadership OR charismatic leadership” |
| NOT | “Burnout NOT emotional exhaustion” |
Table 1: Search terms (Boolean operators)
Source: Author
Table 1 outlines the Boolean operators and search terms used to refine and broaden the systematic literature search, ensuring the inclusion of relevant studies by combining, expanding, or excluding specific keywords.
Database used
To be able to see through relevant material, the systematic review has made use of several important databases which has a free search engine that mainly accesses the MEDLINE database, PubMed provides millions of peer-reviewed publications on biomedical and life sciences subjects, including the effect of nursing leadership on burnout and work satisfaction.
CINAHL offers access to research reports (Antonacci et al., 2021). These evidence-based care pieces of information and publications have a focus on nursing and allied health literature for finding relevant research on nurse leadership; and it is made easier by Scopus, a sizable abstract and citation database that spans many academic fields, including the health sciences.
The use of these identified databases can provide the literature based on the approaches or strategies associated with the aspects of nursing leadership and their impact on job burnout or satisfaction rates. It has also been identified that PubMed is one major factor that provides access to the MEDLINE records for the collection of research-related articles (Ossom Williamson and Minter, 2019). Moreover, in this systematic review, the collection of data from these databases can help in providing a clear understanding of the impact of the nursing leadership approaches.
| Criteria | Inclusion | Exclusion |
| Publication Date | Articles published between 2018 and 2024 | Articles published before 2018 |
| Geographical Focus | Studies focused on the UK healthcare context | Studies outside the UK or unrelated healthcare contexts |
| Language | Articles published in English | Articles published in languages other than English |
| Study | Peer-reviewed journal articles | Non-peer-reviewed articles or grey literature |
| Focus | Studies on Nurse Leaders’ Management Styles and Their impact on job satisfaction and Burnout | Articles not focusing on leadership styles or job satisfaction/burnout. |
| Study Design | Empirical studies with quantitative or qualitative data | Articles without empirical evidence (such as opinion pieces, editorials) |
| Population | Studies involving qualified nurses in the UK | Studies involving non-qualified nurses or populations outside of nursing |
INCLUSION AND EXCLUSION CRITERIA
Table 2: Inclusion and exclusion criteria; Source: Author
Justification: Through these exclusion and inclusion criteria some major factors which are required to be considered while selecting the research articles have been identified. The inclusion of the articles that were published between the years 2018 to 2024 can help in the provision of current insightful data on the impact of nursing leaders on qualified nurses affecting their job satisfaction rates. Also, selection of data that are only based on this research topic can help in the provision of authentic and relatable data.
Study selection
Figure 1: PRISMA Flow Diagram
(Source: diagram collected from PRISMA, 2020)
Interpretation: Within the UK 329 records from PubMed, Scopus, and CINAHL were found as part of a systematic review that looked at how nurse leaders’ leadership styles affected trained nurses’ work satisfaction and burnout where 84 records remained for screening. 401 records were eliminated due to duplication and irrelevant research. Hence after 17 of these were deemed eligible, 20 reports were disqualified on the grounds of language, publication date or population stress. 8 papers ultimately satisfied all inclusion requirements, indicating a specific corpus of research. To be able to ensure transparency and reproducibility in subsequent research endeavours, the PRISMA flow diagram graphically represents the review strategy.
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Quality Assessment
The Critical Appraisal Skills Programme (CASP) checklists are to be utilised to evaluate the quality of research in the systematic review on the leadership styles of nurse leaders and their effects on burnout and work satisfaction among trained nurses in the UK since it shows the assessment of both qualitative and quantitative research according to standards including precise objectives, suitable technique and rational data investigation (Long et al., 2020). Hence each is evaluated by two impartial reviewers, who debate and resolve any disagreements [Referred to Appendix 1].
Ethical Consideration
Since there are no participants in this study, receiving agreement from them is not necessary to collect data. Hence, some ethical issues must be upheld during the duration of this investigation as all the authors who were initially in charge of assembling the identified data on the chosen study topic must be properly credited along with maintaining the research’s integrity and dependability. Plagiarism of any form must also be avoided.
Data Representation
Table 3: Data extraction table
Source: Author
The data extraction table summarizes key details from the reviewed studies, including methodologies, findings, and their relevance to the research objectives, providing a clear synthesis of evidence.
Summary of Findings
Through the selected articles, several important aspects have been identified which are related to the systematic review topic involving the impact of nurse managers or leaders on the job satisfaction levels of qualified nurses within the UK. The research by Senek et al. (2020), identified that the presence of job dissatisfaction can be developed because of different other factors as well like lack of support, missed care and the presence of inadequate staffing. On the other hand, the research by Senek et al. (2023), has also helped in analysing the overall effects of the overtime duties given by the nurse leaders or managers which has increased work pressure. These identified aspects have been identified to be some of the main reasons for increasing the turnover rates within the qualified nurses.
Furthermore, the research by Quek et al. (2021) and Theodosius et al. (2021) identified that the presence of different types of distributed leadership approaches within the healthcare sector can often affect engagement and job satisfaction rates while also increasing different types of implementation issues. The involvement of poor conditions of working can also increase the burnout rates among the nurses as stated by Ravalier (2019). Moreover, the research by Zaghini et al. (2020) and Fasbender et al. (2019) has focused on the analysis of different supportive leadership approaches as well which can further help in decreasing the job dissatisfaction rates among nurses while increasing the patient care quality approaches. Lastly, the research by Wood et al. (2021), focused on the analysis of the effects of different leadership practices among nurse leaders which play an important role in increasing the levels of burnout among qualified nurses.
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Critical Analysis and Discussion
This chapter presents an exhaustive review of key studies on the effects of leadership styles on nurses’ job satisfaction and engagement, as well as burnout prevention within the healthcare industry. The chapter is organized around some emerging themes from the data; leadership styles utilized by nursing management leaders, the effect of leadership on job satisfaction and how leadership can hinder burnout. It also describes the advantages of practices that bring leadership in ways of collaboration, resource availability and emotional support yet acknowledges challenges of inadequate support and bad leadership. Finally, the analysis stresses the importance of having proper leadership to sustain and resilient nursing workforce, low burnout and high job satisfaction. Finally, this chapter compares the results to previous literature with an overall understanding of the topic. Results are then aligned with the research objectives and implications for nursing management practices are addressed. The results are evaluated in terms of strengths and weaknesses and the authors provide a summary of key insights emphasizing the role of supportive leadership in augmenting nurse well-being, as well as improving patient outcomes in the UK healthcare sector.
Thematic Analysis
Theme 1: Leadership Styles in Nursing Management
There is involvement of different types of leadership styles in the healthcare sectors which are taken by nurse leaders and those are capable of influencing the job satisfaction rates along with the overall performances of all the qualified nurses. Among different types of leadership styles, the involvement of supportive leadership styles in nursing management has been identified to be the most important one as it can help in increasing job satisfaction rates along with engagement. According to Quek et al. (2021), the presence of an appropriate nursing leadership style can help in mismanaging the nursing staff while decreasing the rates or intentions of turnover among everyone. Moreover, through examining distributed leadership practices, this research has also stated that along with leadership approaches, there is the requirement to focus on increasing collaboration approaches which also help in managing hierarchical management.
Moreover, the research by Zaghini et al. (2020), has identified that the presence of leadership styles like transformation, autocratic and servant for nursing management not only helps in managing patient outcomes but through these, the nurse managers can make changes in their supportive behaviour. However, this change later on increases the chances of job dissatisfaction and burnout within qualified or registered nurses. Along with affecting the job satisfaction rates, these leadership styles can also influence the patient satisfaction rates. As per Ravalier (2019), along with the appropriate leadership style for nursing management, there is a requirement to analyse the managerial support within the healthcare sector to decrease job dissatisfaction. Overall, it can be stated that among all the leadership styles in the healthcare sectors of the UK, the most common leadership style has been identified to be transformational and it is capable of increasing encouragement among the staff while even affecting their inspiration levels at certain points.
Theme 2: Impact of Leadership on Job Satisfaction
The presence of effective leadership styles can help in making changes in the job satisfaction rates among all the qualified nurses within the healthcare sectors of the UK. All the involved leadership styles for nurse management can often impact the motivation and morale of the nurses while influencing the performance outcome as well. As stated in the research by Senek et al. (2020), the presence of inadequate support and also inappropriate leadership approaches can often decrease the rates of job satisfaction among nurses. The findings from this research have stated that involvement of supportive leadership approaches can help in managing the workload but can often reduce pressure on the nurses which further prevents burnout. Another research by Quek et al. (2021), on the other hand, has stated that distributed leadership approaches which are implemented by most of the nursing managers can often affect the job satisfaction of the nurses; not providing the required value to the nursing staff.
Both of the research has further helped in stating that with an increased focus on the appropriate distribution of all the leadership styles along with the enhancement of the collaboration and commitment approaches, the engagement rate can be enhanced. Moreover, there is a requirement to provide the required value to the opinions of the nurses which can further help increase their morale resulting in lower job turnover rates (Senek et al., 2020). However, the presence of supportive leadership approaches can also impact the satisfaction levels of qualified nurses while affecting the quality-of-care approaches. Overall, it has been identified that the presence of appropriate leadership approaches in healthcare organisations are capable of managing burnout and dissatisfaction rates.
Theme 3: Leadership and Burnout Prevention
Burnout is a significant issue among nurses, often exacerbated by demanding workloads, lack of support and insufficient resources. Research further indicates that leadership styles can make a massive difference regarding burnout among nurses, some ways of leading can help manage stress and others could unknowingly exacerbate it.
Zaghini et al. (2020) examined how supportive leadership reduces nurses’ rate of burnout. Nurses; as reported in their study had lower levels of burnout and interpersonal strain, if they experienced supportive leadership: a responsive and resource-providing approach. Supportive leaders who actively manage the workloads and provide the required resources are also vital in maintaining a good, a sustainable work environment. In the long term, supportive leadership leads to higher quality patient care by reducing burnout.
Senek et al. (2020) also discovered that insufficient support and missed care from understaffing led significantly to demoralization and exhaustion. Almost two-thirds of nurses in the study reported feeling demoralized, often because they believed poor leadership and the job didn’t meet their needs. This research emphasizes how negative influence of neglectful or not supportive leadership on nurse wellbeing through not managing workload and not giving emotional support has such direct impact on burnout and dissatisfaction.
Theodosius et al. (2021) investigate how emotional labour and surface acting (because of poor leadership), increase on burnout and intention to leave the organization. When unsupported by leadership, nurses who were compelled to engage in surface acting exhibited higher emotional exhaustion and higher burnout. Emotional support from leaders that do not sufficiently augment leadership that provides practical support are likely to lead to burnout, therefore, leaders need to be able to handle both practical and emotional demands. Taken together, these studies offer evidence that nurses deserve supportive leadership that emphasizes the management of workload, resource availability and emotional backing in order to reduce burnout. On the other hand, insufficient or inadequate leadership acerbates burnout and a necessary work environment is required to combat the negativity of nurses’ well-being.
Theme 4: Impact of Leadership in improving team dynamics and resilience and managing stress
Leadership has a profound impact on nurse well-being, team dynamics and resilience to stress and burnout, and this is heavily shaped by the work environment, as shown in this paper. Supportive, communicative and well-structured leadership styles encourage nurses ‘mental health and job satisfaction and therefore help them to manage stressful healthcare roles.
As shown by Senek et al. (2023), distributed leadership is able to help the work environment by increasing teamwork and communication. Leadership that encourages collaboration and shared decision-making enabled nurses to feel more empowered and engaged. Supportive environment of this type reduces nurses’ stress and raised nurses’ commitments to their roles; they felt valued and trusted. This kind of work environment helps strengthen nurses’ well-being by creating a feeling of community. In their research, Wood et al. (2021) studied psychosocial working conditions affecting UK social workers with an emphasis on high demands, poor ergonomic set up and lack of managerial support causing increased stress, presenteeism and job dissatisfaction. Even though they were directed towards social work, they are related to healthcare and put the emphasis on managerial support and on a well-organized work environment. The absence of leadership that addresses these needs in a work setting can impair wellbeing and perpetuate the need for workplace that is healthy and sustainable.
According to the study by Fasbender et al. (2019), a supportive leadership and positive work environment link were observed. Those nurses who experienced leadership that was resourceful and that limited interpersonal strain reported less burnout and improved patient care quality. A more healthy, less stressful environment was fostered in this supportive work environment, so nurses can do their job caring for their patients, without feeling unsupported in their roles. In general, this theme reveals that leading by work environment with good communication, support, and teamwork as the driving force will advance nurse well-being. Positive environments created by leaders make nurses more resilient to stress, burnout decreases and job satisfaction is increased.
Overall Interpretation of the Research Findings:
Leadership styles are shown to have critical influence on the nurses’ job satisfaction, job engagement and prevention of burnout and a thematic analysis of this is discussed. Supportive and distributed leadership styles enhance nurse engagement and morale through collaboration, resource availability and emotional support. This approach is expensive, but it supports a sense of value and diminishes turnover intentions. However, support and relevant leadership diminish job dissatisfaction and burnout. Leadership that does not meet both emotional as well as practical needs leaves nurses feeling demoralized and overburdened. Leadership that is effective is not only for better nurse well-being but benefits patient care by maintaining a healthier work environment. Towards the end, stress reduction and burnout mitigation depends on creating a supportive, communicative and collaborative work culture. Workload is actively managed and decisions are shared; leaders help create resilience and job satisfaction and nurses feel valued and committed to their work. It fosters sustainable and thriving healthcare workforce.
Comparison with previous literature
Theme 1 suggests that supportive, transformational and distributed leadership styles are essential for increasing qualified nurses’ satisfaction and engagement, while hierarchical and autocratic styles can result in decreased satisfaction and burnout among qualified nurses. Similarly, Ystaas et al. (2023) suggested, transformational leadership (TFL) helps create a positive working environment, which increases job satisfaction and structural empowerment and decreases errors through better teamwork. This further suggests that supportive leadership enhances engagement and job satisfaction. Their thesis is supported by further work by O’Donovan et al. (2021) corroborating the positive relationship between empowering and relational focused leadership and team performance and interpersonal dynamics. Shan et al. (2022) on the other hand, shows that authoritarian leadership is associated with nurse presenteeism and stress and decreases job satisfaction. Together, these findings further support that leadership style powerfully influences nurse well-being and performance and suggest that supportive empowering leadership approaches will strengthen nurse engagement and decrease dissatisfaction.
Theme 2 suggests that certain strong leadership themes (i.e., adequate support and value for nurse contributions) improve job satisfaction and reduce intentions to leave work compared to poor support and mismanagement, respectively, leading to dissatisfaction and burnout. Similarly, Specchia et al. (2021) show that transformational, authentic and servant leadership styles correlate positively with higher job satisfaction and passive avoidant and laissez faire styles negatively correlate with job satisfaction. This brings to light the need of supportive leadership to increase nurse morale. Moreover, Dall’Ora et al. (2020) find that poor leadership, lack of social support and high workload are the critical predictors of nurse burnout, leading to less job satisfaction and reduced performance. These findings along with what Quek et al. (2021) and Senek et al. (2020) further supports the claim that leadership style and organizational support play an integral role in workload and stress management and thus escalate nurses’ job satisfaction and wellbeing. Together, these studies underline the fact that leadership is key in countering the burnout and creating a workplace free of it.
Theme 3 highlights the importance of empowering and supportive leadership styles to decrease nurse burnout. Similarly, in their study, Mudallil et al., (2017) shows that Leader Empowering Behaviours (LEBs), i.e., enhancing autonomy, encouraging participation in decision making reduce emotional exhaustion and depersonalization among nurses. This makes sense as leaders need to provide both practical and emotional support to stop burnout. Similarly, Kelly and Hearld (2020) note that leadership style plays a key role in preventing burnout by healthcare employees and that leadership approaches are effective or not; depending on the context. In conjunction with the finding of Zaghini et al. (2020) and Senek et al. (2020), these findings highlight the need for leadership behaviours of nurses to empower and motivate them to establish a work environment where burnout can be minimised and a sustainable and supportive one is created.
In theme 4, the context revolves around a positive work environment that reduces burnout and increases job satisfaction; a work environment that comes about with teamwork, supportive leadership and enough staffing. According to Bragadóttir et al. (2023) a strong correlation can be drawn between nursing teamwork and satisfaction with the job and that nursing turnover is reduced through adequate staffing and teamwork. According to Specchia et al. (2021), transformational and empowering leaders lead to higher job satisfaction and so leaders need to create a supportive and teamwork centred environment. Similarly, Mudallal et al. (2017) find that empowering leadership behaviours, like encouraging participation in decision making, are able to mitigate emotional exhaustion and burnout. Together these studies underscore the importance of supportive leadership and teamwork in forming resilient, satisfying, sustainable nursing environments.
Implications of Findings
The research findings on implications are significant to those of healthcare organizations, nurse leaders, policymakers and workforce management in the United Kingdom. The results of this research highlight a leader’s most important influence in determining the level of job satisfaction and burnout experienced by qualified nurses; in turn, serving as a major determinate of the healthcare system’s overall efficiency and patient outcomes.
The findings first point to the need for healthcare organizations is to focus on providing supportive and transformational leadership styles. As shown by Zaghini et al. (2020), supportive leadership has been linked to nurse’s lower burnout rates and greater job satisfaction. This means that nurse leaders need not just to be trained but also encouraged to master leadership practices which highlight resource availability, workload management and emotional support (Alsadaan et al., 2023). Healthcare organizations needs to invest in comprehensive leadership development programs and to build supportive and collaborative skills, which in turns creates a more motivated and engaged nursing workforce , resulting in better patient care quality.
Quek et al. (2021) shows that distributed and transformational leadership approaches can increase job satisfaction and engagement. These leadership styles for nursing embrace nurses to the decision-making process and to feeling autonomous within that situation. Shared governance structures can help implement job commitment and decrease the turnover intentions (Al-Thawabiya et al., 2023). These leadership models should be considered by policymakers when designing national policies for healthcare to ensure nurse retention and a more resilient healthcare workforce in the face of continuing, deep shortages of staff in the National Health Service (NHS).
The research also points to the potential for costly poor or inadequate leadership that lead to greater burnout as well as job dissatisfaction. Senek et al. (2020) and Theodosius et al. (2021) findings indicate that a support, surface acting which produces an emotional strain and an inadequate workload are exacerbating factors for burnout among nurses. This insight demands that healthcare managers routinely assess and monitor leadership practices within organisational systems. Leadership can play an important role in reducing nurse burnout by ensuring that they are ready to provide practical and emotional support (Flaubert et al., 2021). In addition, the systemic issues of understaffing and over workload must be tackled by all employees in the organization in order to support the wellbeing of nurses.
The research also has implications for the policy and practice development around enhancing nurse well-being and retention. Leadership and job satisfaction relationship indicated that policies should focus on creation of supportive environment which balances the workload that demands with necessary resources (Alsadaan et al., 2023). Nurses could also be given healthcare organization-initiated wellbeing initiatives; for instance, mental health support programs and professional development opportunities.
From a larger perspective, the findings of this research suggests that good leadership is not just good for nurses, but good for the quality of patient care. Supportive and transformational leadership styles enhance better patient outcome by fostering a healthier and more engaged workforce. Consequently, policymakers and healthcare leaders should regard leadership training and workforce support investment as an investment strategy in healthcare quality and sustainability rather than expense. Overall, these insights can be leveraged to realize a more supportive, resilient and efficient healthcare system that centres specifically on the wellbeing of the system’s workforce.
Relation to the Research Objectives
The research findings are organized in themes as well as fulfil clearly outlined research objectives. The first objective, which aims to identify and categorize leadership styles employed by nurse leaders in UK healthcare settings, is addressed by Theme 1. In line with Quek et al (2021) and Zaghini et al (2020), this theme talks about transformational and supportive and distributed leadership approaches which affect nurse engagement and management practices.
The second objective, examining the relationship between different leadership styles and job satisfaction, is supported by Theme 2. The theme presented here shows how leadership practices affect nurses’ motivation and morale. For example, Senek et al. (2020) use the example of inadequate support and high workloads causing a lower satisfaction and excessive workloads resulting in a higher engagement and a decrease in a turnover intention.
The third objective, investigating how leadership approaches contribute to or mitigate burnout among nurses, is addressed by Theme 3 and Theme 4. Zaghini et al. (2020); Fasbender et al. (2019), Senek et al. (2023) demonstrate how supportive leadership decreases burnout and wellbeing, as well as Theodosius et al. (2021), and Wood et al. (2021) indicate that a lack of leadership exacerbates emotional exhaustion and stress. Overall, the themes show that how leadership styles which affect job satisfaction and burnout were met with the limitations and generated insights for nursing management.
Strengths of the Research
Systematic Approach: To increase the reliability and transparency of the findings, this research follows rigorous systematic review method as specified by PRISMA guidelines. By using Boolean operators and well-defined search strategies, the study uses a comprehensive and unbiased selection of relevant studies, thus improving the credibility of the study.
High-Quality Sources: The data is based on a review of peer reviewed articles in reputable journals centred on the UK healthcare sector. By including both quantitative and qualitative studies, this allows for a richer and more nuanced understanding of the impact of leadership style on nurse job satisfaction and burnout.
Diverse Data Synthesis: The research incorporated thematic analysis to integrate different leadership style and outcomes for practical use by healthcare leaders and policy makers. The results have implications for practical application because they focus on leadership and its direct impact on nurse wellbeing.
Targeted Focus: Due to the emphasis on the UK health system, and more accurately the NHS, the research is highly relevant in terms of addressing the present difficulties of nurse management, which include staffing shortages and burnout, with region specific solutions.
Limitations of the Research
Limited Generalizability: Given that the research is limited to studies in the UK, it is not clear if these findings are applicable in healthcare systems around the world. The practicalities of the NHS may mean that the applicability of the results is limited by the specific challenges and organizational constructs of the NHS.
Potential Publication Bias: It is based on peer reviewed published articles, subject to publication bias. Since studies with significant or positive outcomes are more likely to be published, research or grey literature with valuable insights that could help balance out the study are overlooked.
Lack of Primary Data: The research is not primary data collection but is rather a systematic review. It prevents the examination of developing trends in leadership in new way or the exploration of new, first-hand insights. Furthermore, it relies on current studies and relies on the quality of methodologies and the quality of the previous investigations.
Chapter Summary
This chapter critically analysed the research that has been done in the area surrounding leadership styles and their effect on job satisfaction and burnout, among UK qualified nurses in healthcare. Four main themes were explored; The impact of leadership on job satisfaction, leadership and burnout prevention, leadership styles in nursing management and the role of a positive work environment. Transformational, supportive and distributed leadership styles are proposed to increase job satisfaction and reduce burnout, while autocratic and inadequate styles exacerbated stress and dissatisfaction. Results were compared to existing literature and showed a clear association between supportive leadership and nurse wellbeing. It also discussed the strengths of the study, such as the methodological soundness and quality of the sources utilized, as well as the limitations, namely the limited generalizability and the risk of publication bias. The chapter concluded with practical implications for creating a resilient healthcare workforce and maximizing nurse management.
Conclusion and Recommendations
The research was to investigate the influence of leadership style of nurse leaders and managers on job satisfaction and burnout in qualified nurses in the United Kingdom. The study aims to identify leadership styles used in UK healthcare, but to examine their relationship with job satisfaction and nurse burnout. A systematic literature review was carried out to adopt PRISMA standards, Boolean operators and well outlined inclusion and exclusion criteria were used to select a comprehensive and unbiased list of relevant studies. Quantitative and qualitative insights were extracted from peer reviewed articles in highly respected journals.
It was found that leadership style (transformational, supportive and distributive) has a positive effect on job satisfaction and a negative effect on burnout. On the contrary, autocratic and insufficient leadership techniques were associated with greater stress, emotional exhaustion and turnover intentions. Effective leadership practices such as resource management, workload support, emotional backing was highlighted as themes. Overall, the aim of the research was fulfilled by synthesizing evidence, which suggested that the different leadership styles have various impact on nurses’ work experience and wellbeing. The findings offer actionable insights to healthcare leaders and policymakers for developing a resilient and satisfied nursing workforce that will enhance the quality of patient care in the UK healthcare system.
The finding of the research is the significant role of supportive and transformational leadership styles in constructing a positive and empowering work environment for nurses. The findings in this research can assist nurses to promote the attributes of shared decision making and appropriate support systems, within their respective organizations as it diametrically affects leadership culture. The research also emphasizes the nature of collaborative and communicative work culture and the role of a more valued, respected culture in the lives of nurses. These insights can help nurses kickstart discussions about their well-being, and spur awareness for the need for support which avoids burnout and improves job satisfaction. In turn, this can provide a healthier, more resilient workforce along with better patient care.
This research offers policymakers evidence-based recommendations for policies that would support effective leadership and address systemic problems, including understaffed and heavy workloads. These findings can be used by policymakers to lobby for legislative improvements supporting better working conditions for nurses, as for instance, enforcement of safe nurse to patient ratios and funding of leadership development programs. The research points to the long-term value of investing in nurses’ wellbeing not only in terms of staff retention and high standards of patient care, but also for nurse recruitment. With this research, policymakers can take informed decisions improving the Healthcare System efficiency and sustainability.
This research is an attempt to investigate the changing leadership in healthcare and the future scope of this topic is enormous and can be further explored into the evolving role of leadership in healthcare. Future research could begin to measure the influence of leadership styles across multiple cultural and healthcare environments, evaluating the effectiveness of different styles in different environments. Further, longitudinal studies could inform us of the extent to which nurse job satisfaction and patient outcomes vary depending on the flow of leadership practice change over time. Specific leadership training programs and interventions could also be examined through research to identify whether they are effective and how they will have long term impact. Additionally, the application of artificial intelligence to workloads management could be investigated to overcome continuing nurse management challenges, as well as technology and innovative leadership that integrate technology.
Importance of the Topic to Management of HealthCare Organisations
Leadership styles in nursing and their influence on job satisfaction and burnout are important issue for health care organizations management, as the quality of patient care, staff retention and the whole staff performance of the health care organizations depend on the quality of leadership. Nursing staff, the backbone of healthcare systems, are critical to the health and job satisfaction of those offering high quality, safe and patient centred care. A supportive and empowering environment, leaders who foster through leadership styles such as transformational, distributed and thus job satisfaction, reduce job burnout and increased staff engagement.
A healthcare manager should know how several styles of leadership impact critical problems such as nurse turnover and workforce shortage. A high turnover and high rate of burnout can lead to increased operational costs and disruptions of patient care continuity. Supportive leadership approaches can facilitate retaining skilled nurses, reduce recruitment and training costs and create a stable experienced workforce. Nurse morale improves not only with supportive leadership, but also with enhanced patient outcomes from improved teamwork and reduced error rates, as described in the study of Zaghini et al. (2020).
Furthermore, this research underscores that nurse leaders need to be trained and developed with practical and emotional leadership skills so as to serve in nursing environments. The healthcare managers can bring about resilience in teams by creating a culture of collaboration, trust and shared decision making. Inadequate staffing and high workloads are considered as significantly challenging and thus the need for strategic policies. That means there is a high priority for investment in leadership development and workforce support initiatives for policymakers and healthcare administrators. Overall, this research brings significant light to the important insights that healthcare organizations must build upon to create a more supportive, efficient, sustainable workforce, leading directly to better patient care and organizational success.
Recommendations
a) Implement Transformational and Supportive Leadership Training Programs:
Comprehensive leadership development programs, focused on transformational and supporting leadership styles, should be expended on by healthcare organizations. With these skills, the training should primarily focus on good communication, emotional intelligence and workload management (Al-Thawabiya et al., 2023). Leaders need to learn how to inspire and motivate their teams, create a collaborative environment and give both practical help and emotional support. For instance, regular mentorship and leadership coaching sessions can be useful for nurse leaders to gain tools that they require to manage and assist their staff well.
b) Promote Distributed Leadership and Shared Decision-Making:
The distributed leadership encourages increased decision making across the nursing staff leading to improved job satisfaction and engagement. An organization that brings nurses into organizational decisions and allows them to feel some measure of autonomy and ownership over their work will end up with a more committed and motivated workforce (Gottlieb et al., 2021). Nurses as agents of change, in order to be part of the decision-making process; healthcare managers should provide opportunities for nurses to engage their voice in such organizations as committees or workgroups where nurses’ opinions and ways of making decisions can influence decision policymaking regarding nurses’ roles.
c) Address Workload and Staffing Challenges:
This research notes that in large part, nurse burnout and job dissatisfaction are caused by high workloads and deficient staffing. These systemic issues need to be addressed first and foremost by healthcare organizations by optimizing nurse to patient ratios and by assuring sufficient staffing levels. Flexible scheduling options and redistributing the workloads to prevent overload on nurses are needed (Dall’Ora et al., 2020). Moreover, forecasts of staffing needs and the efficient use of resource deployment that ensure a balanced and sustainable workforce can be achieved using data driven approaches.
d) Foster a Supportive Work Environment:
It is important to create a supportive work environment whereby nurses feel valued and respected. Open communication forms priority for healthcare managers, because they provide regular feedback and recognition for nurses’ hard work. Wellness programs, mental health support and jobs with the capacity to provide professional development can all add to job satisfaction (Wu et al., 2021). Thus, managers should also see that nurses available to them should have the specified resources and tools for engagement in the duties and hence, reduce the stress, and generally improve the work experience of nurses.
e) Implement Regular Assessments of Leadership Practices:
Healthcare organizations should enable mechanisms of regularly monitoring and assessing leadership practices in order to ensure continuous improvement such as employee feedback surveys, performance evaluations, leadership audits. Knowing how leadership styles influence nurse wellbeing and organizational performance allows managers to customize their leadership styles.
f) Strengthen Nurse Autonomy and Recognition: Healthcare organizations should start strengthening policies that support nurse autonomy and the role that the nurses play. Reward systems and nurse’s involvement in decision making processes in any level can increase nurse morale and job satisfaction to appraise value and empowered.
g) Integrate Mental Health Support Programs: To address emotional exhaustion and burnout, structured mental health programs, such as counselling services, stress management workshops could be introduced. Resources for mental well-being will help support nurses to feel supported, and help with resilience, retention in the workforce.
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