Abstract
Background: Nurses comprise the largest segment of healthcare and are essential to the mission of creating a healthy work environment (Haddah, Annamaraju, & Toney-Butler, 2022). Global shortages have endangered nursing care delivery effectiveness and exacerbated nurses' stress, burnout and intent to leave their jobs (Tamata, Mohammadnezhad, & Tamani, 2021). Contributing factors include: 1) staff shortages; 2) workload; 3) no advancement opportunities; 4) physical and psychological job-associated risks; and 5) lack of leadership support (Tamata, Mohammadnezhad, & Tamani, 2021). Exploitive leadership styles often result in psychological detachment among direct reports (Majeed & Fatima, 2020). Researchers have inferred that management styles have a profound impact on work-related well-being (Niinihyhta & Haggman-Laitila, 2022). Leader support to work efficiently and produce good patient outcomes affects the well-being of nurses working in patient-facing positions (Long, 2020).
Purpose: Our safety net hospital has experienced nurse attrition during the pandemic. The impetus for transfer to other specialty services, voluntary separation to pursue other opportunities, or leaving the nursing profession have been related to nurse leaders' management styles. A nurse-led team launched an evidence-based practice (EBP) project to explore the extant literature to determine what tactics afford leaders the knowledge, confidence, and opportunities to adapt leadership styles that consider multi-ethnic and multi-generational attributes.
Implementation: The following PICO question was created: Among registered nurses and ancillary personnel working within acute care services (P), is the incorporation of innovative tactics (e.g., technology-based communication) or more traditional strategies (e.g., in-person exchanges) (I) more effective in creating an environment that promotes creativity, sense of well-being, perceptions of appreciation, team cohesion, improving patient experiences, and diminishing voluntary nurse turnover (O)? Literature (N=356) was retrieved from CINAHL. After careful screening, 25 articles met the specific inclusion criteria and were independently appraised by team members using the Johns Hopkins Nursing EBP criteria. Nurse and ancillary personnel volunteers (N=341) were polled to determine preferred leadership styles. Survey questions queried broad age ranges (to determine generational designation), ideal leadership style, communication preferences, and desired work conditions. Because of the nature of the inquiries and safeguards to protect privacy, anonymity, and confidentiality, Institutional Review Board approval was not required.
Results: Researchers noted that transactional leaders can be effective in emergency situations; however, it is vital to maintain open communication and allow team members to feel valued when voicing concerns. Transformational leaders are inherently visionary, engage team members, effect organizational change, and improve patient care delivery. Collaborative leadership and in-person communication was preferred, and feedback from managers was rated the most important attribute among Baby Boomers, Gen X and Gen Z. Millennials listed flexible work schedule as their top priority and 41% selected transformational leadership as the preferred style.
Implications for Practice: Considering the ongoing nurse shortage, it is imperative that leaders delineate more effective strategies to maximize employee well-being and retention (Niinihuhta &; Haggman-Laitila, 2022). Regardless of management style, nurse leaders should be perceived as having integrity, ability to think critically and communicate, and be professional. These qualities support creating and sustaining a healthy work environment.
Sigma Membership
Non-member
Type
Presentation
Format Type
Text-based Document
Study Design/Type
Other
Research Approach
Translational Research/Evidence-based Practice
Keywords:
Nurse Leadership, Staff Retention, Healthy Work Environments
Recommended Citation
Kohler, Alice; Kirksey, Kenn M.; and Marion, Stacie, "Influence of Leadership Styles Upon Staff Well-Being: Strategies to Create a Healthy Work Environment" (2025). Creating Healthy Work Environments (CHWE). 9.
https://www.sigmarepository.org/chwe/2023/presentations_2023/9
Conference Name
Creating Healthy Work Environments
Conference Host
Sigma Theta Tau International
Conference Location
Austin, Texas, USA and Virtual
Conference Year
2023
Rights Holder
All rights reserved by the author(s) and/or publisher(s) listed in this item record unless relinquished in whole or part by a rights notation or a Creative Commons License present in this item record.
Review Type
Abstract Review Only: Reviewed by Event Host
Acquisition
Proxy-submission
Date of Issue
2025-10-14
Influence of Leadership Styles Upon Staff Well-Being: Strategies to Create a Healthy Work Environment
Austin, Texas, USA and Virtual
Background: Nurses comprise the largest segment of healthcare and are essential to the mission of creating a healthy work environment (Haddah, Annamaraju, & Toney-Butler, 2022). Global shortages have endangered nursing care delivery effectiveness and exacerbated nurses' stress, burnout and intent to leave their jobs (Tamata, Mohammadnezhad, & Tamani, 2021). Contributing factors include: 1) staff shortages; 2) workload; 3) no advancement opportunities; 4) physical and psychological job-associated risks; and 5) lack of leadership support (Tamata, Mohammadnezhad, & Tamani, 2021). Exploitive leadership styles often result in psychological detachment among direct reports (Majeed & Fatima, 2020). Researchers have inferred that management styles have a profound impact on work-related well-being (Niinihyhta & Haggman-Laitila, 2022). Leader support to work efficiently and produce good patient outcomes affects the well-being of nurses working in patient-facing positions (Long, 2020).
Purpose: Our safety net hospital has experienced nurse attrition during the pandemic. The impetus for transfer to other specialty services, voluntary separation to pursue other opportunities, or leaving the nursing profession have been related to nurse leaders' management styles. A nurse-led team launched an evidence-based practice (EBP) project to explore the extant literature to determine what tactics afford leaders the knowledge, confidence, and opportunities to adapt leadership styles that consider multi-ethnic and multi-generational attributes.
Implementation: The following PICO question was created: Among registered nurses and ancillary personnel working within acute care services (P), is the incorporation of innovative tactics (e.g., technology-based communication) or more traditional strategies (e.g., in-person exchanges) (I) more effective in creating an environment that promotes creativity, sense of well-being, perceptions of appreciation, team cohesion, improving patient experiences, and diminishing voluntary nurse turnover (O)? Literature (N=356) was retrieved from CINAHL. After careful screening, 25 articles met the specific inclusion criteria and were independently appraised by team members using the Johns Hopkins Nursing EBP criteria. Nurse and ancillary personnel volunteers (N=341) were polled to determine preferred leadership styles. Survey questions queried broad age ranges (to determine generational designation), ideal leadership style, communication preferences, and desired work conditions. Because of the nature of the inquiries and safeguards to protect privacy, anonymity, and confidentiality, Institutional Review Board approval was not required.
Results: Researchers noted that transactional leaders can be effective in emergency situations; however, it is vital to maintain open communication and allow team members to feel valued when voicing concerns. Transformational leaders are inherently visionary, engage team members, effect organizational change, and improve patient care delivery. Collaborative leadership and in-person communication was preferred, and feedback from managers was rated the most important attribute among Baby Boomers, Gen X and Gen Z. Millennials listed flexible work schedule as their top priority and 41% selected transformational leadership as the preferred style.
Implications for Practice: Considering the ongoing nurse shortage, it is imperative that leaders delineate more effective strategies to maximize employee well-being and retention (Niinihuhta &; Haggman-Laitila, 2022). Regardless of management style, nurse leaders should be perceived as having integrity, ability to think critically and communicate, and be professional. These qualities support creating and sustaining a healthy work environment.
Description
Summary: This session provides an overview of evidence-based practice strategies that identify nurse leadership styles and their impact upon staff retention, employee well-being, and the mission of creating a healthy work environment.