IMPACT OF LEADERSHIP STYLES ON JOB PERFORMANCE AND TURNOVER IN NURSING

Abstract

Background: Healthcare systems face the ongoing challenge of balancing the enhancement of public health with the management of rising health expenditures. Leadership within these systems plays a crucial role, as research has shown that the leadership styles of managers can significantly influence both staff performance and overall organizational outcomes. Objective: To examine the impact of leadership styles on job performance and turnover intentions among nurses. Method: A quantitative analytical cross-sectional study of 100 registered nurses assessed leadership styles using the MLQ and measured job performance and turnover intention with validated scales, with data analysed through correlation and regression analysis. Results: Most participants were aged 31–40 (55%), followed by 20–30 (24%) and 41–50 (21%). Transformational leadership showed a significant positive correlation with job performance. It also demonstrated a negative correlation with turnover intention. In contrast, satisfactory Servant Leadership was associated with a higher proportion of low retention (turnover) cases. Conclusion: Leadership style significantly affects nurses' job performance and their intention to remain in the profession. Nurse leaders who adopt transformational practices are more likely to enhance staff performance and reduce turnover rates. These findings support the need for leadership development programs in nursing management.