Journal
INTERNATIONAL JOURNAL OF NURSING PRACTICE
Volume 28, Issue 5, Pages -Publisher
WILEY
DOI: 10.1111/ijn.13040
Keywords
leadership style; nurse leader; nurses; systematic review; work-related well-being
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This study summarized the relationship between nurse leaders' leadership styles and nurses' work-related well-being, identifying direct and indirect effects of leadership styles on well-being. The findings indicate that nurses' work-related well-being is mainly assessed in terms of burnout, and that leadership styles affect well-being through mediating factors such as trust, empowerment, and work-life conflict.
Aim This systematic review aimed to summarize current research knowledge about the relationships between nurse leaders' leadership styles and nurses' work-related well-being. Background Due to the global shortage of nurses, it is essential for nurse leaders to maximize staff retention and work-related well-being. Methods Following Cochrane Collaboration procedures, the PRISMA statement and PRISMA checklist, relevant quantitative studies published between 1 January 2012 and 31 December 2020 were retrieved from the CINAHL, Scopus, PubMed and Medic databases and then systematically reviewed. Seventeen cross-sectional and follow-up studies with surveys were retained for inclusion and evaluated with the Critical Appraisal of a Survey instrument. The data were summarized narratively. Results Three core themes of leadership styles: destructive, supportive and relationally focused, were identified, with statistically significant direct and indirect connections between nurses' work-related well-being. Well-being was mainly assessed in terms of burnout. Effects of leadership styles on work-related well-being were reportedly mediated by trust in leader, trust in organization, empowerment, work-life conflict, relational social capital, emotional exhaustion, affectivity, job satisfaction and motivation. Conclusion Nurse leaders' leadership styles affect nurses' work-related well-being. In developing intervention studies and providing training on work-related well-being, the impact of the indirect effects and the mediating factors of the leadership styles should be acknowledged.
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