Leadership Styles Of Nurse Managers And Nurses Job Satisfaction

Leadership Styles Of Nurse Managers And Nurses Job Satisfaction
Abstract
This study was carried out to examine leadership styles of nurse managers and nurses job satisfaction using University of Nigeria Teaching Hospital (UNTH) Ituku Ozalla Enugu as a case study. The study was carried out to determine the perceived leadership styles utilized by nurse managers in University of Nigeria Teaching Hospital (UNTH), determine the level of job satisfaction of nurses in UNTH and assess whether there is a significant relationship between leadership styles and job satisfaction of nurses. The survey design was adopted and the simple random sampling techniques were employed in this study. The population size comprise of nurse managers and nurses University of Nigeria Teaching Hospital (UNTH) Ituku Ozalla Enugu. In determining the sample size, the researcher conveniently selected 57 respondents and 50 were validated. Self-constructed and validated questionnaire was used for data collection. The collected and validated questionnaires were analyzed using frequency tables and mean scores. While the hypotheses were tested using Pearson correlation statistical tool, SPSS v23. The result of the findings reveals the perceived leadership styles utilized by nurse managers in University of Nigeria Teaching Hospital (UNTH) includes: Transformational, Transactional and Laisser-faire. The study also revealed that there is a significant relationship between leadership styles and job satisfaction of nurses. Therefore, it is recommended that Hospital administrators should focus on training and continuing education for nurse managers to further improve their management skills and help them develop transformational leadership behaviors. To mention but a few.
Table of Content
- Title Page
- Certification
- Dedication
- Acknowledgement
- Table of Content
- List of Tables
- Abstract
Chapter One:
Introduction
- 1.1 Background of the Study
- 1.2 Statement of the Problem
- 1.3 Objective of the Study
- 1.4 Research Questions
- 1.5 Research Hypothesis
- 1.6 Significance of the Study
- 1.7 Scope of the Study
- 1.8 Limitation of the Study
- 1.9 Definition of Terms
- 1.10 Organisations of the Study
Chapter Two:
Review of Literature
- 2.1 Conceptual Framework
- 2.2 Theoretical Framework
- 2.3 Empirical Review
Chapter Three:
Research Methodology
- 3.1 Research Design
- 3.2 Population of the Study
- 3.3 Sample Size Determination
- 3.4 Sample Size Selection Technique and Procedure
- 3.5 Research Instrument and Administration
- 3.6 Method of Data Collection
- 3.7 Method of Data Analysis
- 3.8 Validity of the Study
- 3.9 Reliability of the Study
- 3.10 Ethical Consideration
Chapter Four:
Data Presentation and Analysis
- 4.1 Data Presentation
- 4.2 Analysis of Data
- 4.3 Answering Research Questions
- 4.4 Test of Hypotheses
Chapter Five:
Summary, Conclusion and Recommendation
- 5.1 Summary
- 5.2 Conclusion
- 5.3 Recommendation
- References
- APPENDIX
- QUESTIONNAIRE
Chapter One
Introduction
1.1 Background of the Study
The constantly changing health care environment, high technology and high cost of care provision are few factors affecting nursing practice today(MesCon, 2001). Hospitals face the problem of how to strategize to achieve their goals in this competitive and changing healthcare environment. This often means constant organizational change to meet new health care challenges. Pressures to provide quality care while cost reduction measures are frequently implemented, results in high stress levels for nurses in the workplace. In addition, constant changes inevitably place considerable pressure on nurse leaders to both adapt and proactively engage their subordinates to embrace changes in the face of acute staff shortages and in some poor cases,that slowly evolving work environment. These combined factors within the hospital arena maycontribute to the lack of satisfaction nurses experience with their jobs. As remarked by Humphrey(2002), this scenario desperately calls for new leaders, leaders who inspire others with the vision of what can be accomplished. In order to move forward and survive in the face of these challenges, nurse managers and their subordinates must establish positive and mutually beneficial relationships that favour increased efficiency, productivity, and job satisfaction. Quality nursing leadership is seen as a predictor of job satisfaction (Debashis et al, 2000).
Job satisfaction has been described as the most important predictor for nurses’ intention to remain in their work place and is related to the feeling of employees and can be influenced by factors such as the quality of their relationship with their supervisor or employer, the quality of the physical environment in which they work, or the degree of fulfilment in their work (Mullins 2002).The nurse manager (NM) is officially charged with leadership of a health unit in a hospital system. No one else influences the whole health unit operation and the degree of responsiveness of both the nurses and patients than nurse managers. The quality of patient care, as well as staff recruitment and retention success are the key roles of a nurse manager (Olanrewaju, 2012). NMs as leaders,plan, coordinate and supervise day to day activities and general welfare of the nurses and patients. Their activities positively or negatively affect patient care delivery. The leadership style, skills and abilities of nurse managers are critical to the smooth operation of nursing units, the success of the hospital and by implication the entire healthcare system.
Leadership style has become an important topic of study in the management field. A good leader guides subordinates to work effectively toward organizational goals. According to Strogdill (1957), leadership styles can be viewed as series of managerial attitudes, behaviours, characteristics and skills based on individual and organizational values, leadership interests and reliability of employees in
different situations. Organizational success in obtaining its goals and objectives depends on managers and their leadership style.
There are several styles of leadership such as autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational,
transactional, and transformational leadership. Not everyone agrees that a particular style of leadership will result in the most effective form of organizational behaviour. Different styles are needed for different situations and each leader needs to know when to exhibit a particular approach. Transformational and transactional leadership behaviours are known as the new leadership theories and are used by most academics who study organizational leadership(Kozier, 2007).By using appropriate leadership styles, managers can affect employee job satisfaction, commitment and productivity.
The relationship between a manager’s leadership and subordinate/employees job satisfaction is well documented (Hall, 2007;). Job satisfaction is related to the feeling of employees and can be influenced by factors such as the quality of their relationship with their supervisor or employer, the quality of the physical environment in which they work, or the degree of fulfilment in their work. Job satisfaction can be considered from a global perspective, such as the feelings and emotions perceived by the individual employee based on work experiences (Taneinaum et al, 2009). It can also be explored through a facet approach- studying employee attitude towards various aspects (facets) of their jobs. Yukl (1989) described two aspects of values, intrinsic and extrinsic where intrinsic values refer to satisfaction inherent in the work itself (immaterial aspects of the job) such as job variety and autonomy and extrinsic values refer to material work aspects such as salary and opportunity for promotion. Job satisfaction is therefore the result of an evaluation of whether ones job meets ones needs. If one feels dissatisfied, searching for and accepting another place to work will likely occur. Job satisfaction has been described as the most important predictor for nurses’ intention to remain in their work place (Yukl, 2001).
Previous studies on the relationship between nurse managers’ leadership style and nurse job satisfaction by Heneman et al..,(1999) found that transformational leadership style exhibited by nurse managers in Israeli public hospitals was best suited for conflict management in an innovative but understaffed system. Similarly, a significant correlation was found to exist, in a study carried out by Humphrey,(2002), between nurse manager’s leadership behaviour and job satisfaction in the Karolinska hospital in Stockholm. If the leadership style necessary to manage the present challenging nurses’ work environment is lacking, there is a potential for continued increase in the nursing shortage and its attendant grave consequences.
1.2 Statement of the Problem
Memon (2004) explained that some of the reasons for nursing staff shortage are due to work stress, physical demands/workload, lack of advancement opportunities, and low pay. Knotz(2008) went further to suggest that some of the reasons for the shortage include job dissatisfaction and the challenging relationships among members of the healthcare team. Since a causal relationship has been shown to exist between relationships amongst the healthcare team and job satisfaction by some authors (Ittner, 2002) the leadership style exhibited by nurse managers can either enhance or retard job satisfaction. This suggests that the acute nursing staff shortage, which is exacerbated by mass loss of nurses due to retirement, may affect the services and job satisfaction of nurses. It is therefore, necessary to determine the leadership styles employed by the nurse managers and also how these styles relate with job satisfaction of nurses in this situation of acute shortage of nurses using University of Nigeria Teaching Hospital (UNTH) Ituku Ozalla Enugu as a case study.
1.3 Objective of the Study
The main objective of this study is to examine leadership styles of nurse managers and nurses job satisfaction using University of Nigeria Teaching Hospital (UNTH) Ituku Ozalla Enugu as a case study. Specifically, we aim to:
- Determine the perceived leadership styles utilized by nurse managers in University of Nigeria Teaching Hospital (UNTH);
- Determine the level of job satisfaction of nurses in UNTH
- Assess whether there is a significant relationship between leadership styles and job satisfaction of nurses.
1.4 Research Question
The questions that the study will seek to be answered are;
- What are the perceived leadership styles utilized by nurse managers in University of Nigeria Teaching Hospital (UNTH);
- What is the level of job satisfaction of nurses in UNTH?
- Is there a significant relationship between leadership styles and job satisfaction of nurses?
1.5 Research Hypothesis
- Ho: There is no significant relationship between leadership styles and job satisfaction of nurses.
- Ha: There is a significant relationship between leadership styles and job satisfaction of nurses.
1.6 Significance of the Study
This study will be of great significance to the nurse managers, nurse administrators, patients and the hospital. The finding from this study willprovide a basis for the determination of appropriate leadership style(s) to be used by nurse managers, capable of enhancing job satisfaction nation-wide. Findings from this study can be utilized to educate nurse managers on effective leadership styles and how these styles affect job satisfaction of nurses. By implementing preferred leadership styles, job satisfaction of nurses will increase, lowering turnover rates in hospitals and an overall decrease in the amount of money spent for hiring and orientating new employees. For nurse administrators, the results of this study have numerous implications for management practice. Nurses’ satisfaction will be seen by the patient in the form of increased patient care quality. This will in turn create increased patient satisfaction and will reflect a positive view of the hospital by the community. The hospital will also benefit from the satisfaction of registered nurses as seen by an increase in productivity, efficiency and retention.
1.7 Scope of the Study
This scope of this study boarders on leadership styles of nurse managers and nurses job satisfaction. Howerver the study will be delimited to University of Nigeria Teaching Hospital (UNTH) ItukuOzalla Enugu State.
1.8 Limitation of the Study
Like in every human endeavour, the researcher encountered slight constraints while carrying out the study. Insufficient funds tend to impede the efficiency of the researcher in sourcing for the relevant materials, literature, or information and in the process of data collection, which is why the researcher resorted to a limited choice of sample size. More so, the researcher simultaneously engaged in this study with other academic work. As a result, the amount of time spent on research will be reduced.
Moreover, the case study method utilized in the study posed some challenges to the investigator including the possibility of biases and poor judgment of issues. However, the investigator relied on respect for the general principles of procedures, justice, fairness, objectivity in observation and recording, and weighing of evidence to overcome the challenges.
1.9 Definition of Terms
Leadership:
This is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.
Leadership Style:
This is the manner and approach of providing direction, implementing plan and motivating people
Job Satisfaction:
Refers to the feeling a nurse has about the job being performed. In other words what the nurse likes or dislikes about the job. General characteristics of the job such as pay, promotion, supervision, working conditions and relationships with co-workers were examined.
Nurse Managers:
Refers to nurses who are in-charge of wards/units and range from the ACNO, CNO to the Deputy Director Nursing (DDN) cadre.
Nurses:
Refers to non-managerial cadre of nurses in UNTH. They are any of the Principal Nursing Officers (PNO), Senior Nursing Officers (SNO),Senior Nursing Officers (SNO), Senior Nursing Sisters (SNS), Nursing Officer I and II, Nursing Sisters working in UNTH.
1.10 Organization of the Studies
The study is categorized into five chapters. The first chapter presents the background of the study, statement of the problem, objective of the study, research questions and hypothesis, the significance of the study, scope/limitations of the study, and definition of terms. The chapter two covers the review of literature with emphasis on conceptual framework, theoretical framework, and empirical review. Likewise, the chapter three which is the research methodology, specifically covers the research design, population of the study, sample size determination, sample size, and selection technique and procedure, research instrument and administration, method of data collection, method of data analysis, validity and reliability of the study, and ethical consideration. The second to last chapter being the chapter four presents the data presentation and analysis, while the last chapter(chapter five) contains the summary, conclusion and recommendation.
Chapter Five
Summary, Conclusions and Recommendations:
5.1 Introduction
This chapter summarizes the findings on leadership styles of nurse managers and nurses job satisfaction using University of Nigeria Teaching Hospital (UNTH) ItukuOzalla Enugu as a case study. The chapter consists of summary of the study, conclusions, and recommendations.
5.2 Summary of the Study
In this study, our focus was to examine leadership styles of nurse managers and nurses job satisfaction using University of Nigeria Teaching Hospital (UNTH) Ituku Ozalla Enugu as a case study. The study was specifically carried out to determine the perceived leadership styles utilized by nurse managers in University of Nigeria Teaching Hospital (UNTH), determine the level of job satisfaction of nurses in UNTH and assess whether there is a significant relationship between leadership styles and job satisfaction of nurses.
The study adopted the survey research design and randomly enrolled participants in the study. A total of 50 responses were validated from the enrolled participants where all respondent were nurse managers and nurses University of Nigeria Teaching Hospital (UNTH) ItukuOzalla Enugu.
5.3 Conclusions
Based on the findings of this study, the researcher concluded that;
- The perceived leadership styles utilized by nurse managers in University of Nigeria Teaching Hospital (UNTH) includes: Transformational, Transactional and Laisser-faire.
- The level of job satisfaction of nurses in UNTH is low.
- There is a significant relationship between leadership styles and job satisfaction of nurses.
5.4 Recommendations
Based on the findings of the study, the following recommendations are proffered.
- Hospital administrators should focus on training and continuing education for nurse managers to further improve their management skills and help them develop transformational leadership behaviors.
- The inclusion of nurses at all levels of policy formulation at the hospital level, and improvement in reward structure to motivate proactive nurses should be encouraged.
- Nurses should understand the jointly set goals and the nurse manager should foster innovative thinking to consider the existing working standard in a new way so as toimprove individual and team productivity.
- Nurse managers should be good role modelsfor their nurses and avoid applying bothmanagement by exception (active and passive), components because these have either little or adversecontribution to nu rses’ job satisfaction.


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