Impact of Leadership Style on the Job Satisfaction of Nurses

A correlation test was performed between the study variables to verify their linear relationship and multicollinearity.

• Correlation 

Table 4 shows the findings of the Pearson Correlation Index. Concerning the findings of Schober (2018), the Pearson Correlation value ranges between 0 to 1. More specifically, it is discussed that when the Pearson Correlation value appears within the range of 0.1 to 0.3, then it can be stated that a weak association exists between the variables. Moreover, when this value appears within the range of 0.3 to 0.7, it can be noted that a moderately strong association exists between the variables. However, when this value falls within the range of 0.7 to 0.1, it can be suggested that a strong association exists between the variables. In the table (Table 4), the Pearson Correlation value for transformational leadership about job satisfaction appears at 0.745.

Since the computed value has fallen within the substantial correlation range, it can be stated that transformational leadership is strongly associated with the nurse’s job satisfaction. In terms of transactional leadership and job satisfaction, the Pearson Correlation value appeared as 0.716. As the obtained value also falls in the range of strong association, it can be stated that transactional leadership is strongly associated with the nurse’s job satisfaction. 

Regression Analysis and Hypothesis Testing

Multiple regression was performed twice to test the model and the proposed hypotheses. The first execution is to test the model without the moderator to answer the main research question. For the model, without the moderator, the first execution was to answer the first research query. The second execution was for the model with the moderator variable, which aims to answer the second research question.

Regression Analysis for the Model without the Moderation Effect

The results of the first regression execution for the model without the moderator are shown in Table 4 and Table 5. Results show that the prediction of nurse satisfaction is significant and resulted in an R² = 0.765 (Adjusted R² = 0.760) with an F = 164.156 and a p<0.001. This implies that the overall model is significant. Concerning the findings of Hahne (2014), the R-square value suggests the e2Qxtent of the independent variable predicts the dependent variable.

In Table 5, the R² value of 0.765 indicates that 76.5 % of the dependent variable, i.e. nurses’ job satisfaction, is predicted by independent variables transformational leadership and transactional leadership. Results also indicate that the two variables are significant predictors of the nurses’ satisfaction. The strongest predictor is transformational leadership (ATF, beta = 0.547, p < 0.001), followed by the transactional leadership predictor (ATS, beta = 0.494, p < 0.001). The overall multiple regression equation:

PI = 0.152+ 0.429 ATF + 0.494 ATS + e

Concerning Table 4, the sig value of the independent variables is important. In light of the findings of McShane (2019), the sig value or p-value has a threshold of 0.05. This suggests that to claim the independent variable's significant impact on the dependent variable, the sig value must be less than 0.05. In Table 4, the sig-value for transformational leadership has been obtained as 0.000.

As the obtained value is less than 0.05 therefore, it can be suggested that transformational leadership has a significant impact on the job satisfaction of nurses. Further, the sig value for the transactional leadership style was 0.000. As this value has also appeared as lesser than the threshold of 0.05, it can be suggested that transactional leadership style also significantly impacts the job satisfaction of nurses. 

Therefore, the study’s hypotheses H1 and H2 are supported by those results, as shown in Table 4. The first study, hypothesis H1, shows that Transformational leadership style positively impacts nurse satisfaction. This result is proved in previous studies as well. The second hypothesis, H2, demonstrates that The Transactional leadership style has a positive relationship with Nurse satisfaction, supported by the previous studies. This indicates that both leadership styles positively impact nurses’ job satisfaction.

Regression Analysis for the Model with the Moderation Effect

To determine the moderation effect of years of experience in the relationship between transactional leadership style and job satisfaction, transformational leadership style, and job satisfaction, the researcher has developed three main regression models. The first model is concerned with determining the direct effect of independent variables on the dependent variable. The second regression model has been developed, highlighting the direct effect of the moderator on the dependent variable. At the same time, the third regression model concerns the combined effect of the moderator and the independent variable. 

Table 4, mentioned above, is the model summary that highlights the characteristics of the developed model. In the table above, the two values are essential to consider. These values are considered as R-value and R-square. As already discussed, the fundamental model developed in determining the moderating effect was concerned with determining the direct effect of independent variables on the dependent variable. For this case, the value of R has been obtained as 0.874.

This suggests that 87.4 % of this model is appropriate for the regression analysis. Further, the R-square value for this model has been obtained as 0.765. This obtained value suggests that 76.5% of the dependent variable, i.e. job satisfaction, is predicted by the independent variables transactional leadership and transformational leadership. This indicates that the developed regression model for determining the direct effect of the independent variable on the dependent variable is appropriate and fits. 

Another regression model was developed to determine the moderator's direct effect, i.e. years of experience, on the dependent variable job satisfaction. The R-value for this model has been computed as 0.880. The obtained R-value suggests that 88% of the developed model is fit and adequate for analysis. Moreover, the R-square value for this has been obtained as 0.774. This concludes that the moderator predicted 77.4 % of job satisfaction, i.e. years of experience.

Thirdly, another essential regression model was developed to examine whether the moderator moderates the relationship between the dependent and independent variables. For this specific model, the value of R has been computed as 0.885. This suggests that 88.5% of the developed regression is fit and adequate. In addition, the R-square value for this model has been calculated as 0.784. From this aspect, it can be suggested that the moderating effect of the moderator predicts 78.4 % of the dependent variable, i.e. job satisfaction. 

The table above (Table 6) is the ANOVA, whose primary purpose is to also determine the significance of the developed regression models. Here it becomes necessary to mention that the same sig value is referred to for determining the significance of the model. In the case of regression model 1, the sig value has been computed as 0.000.

This suggests that the developed regression model is fit and appropriate for the analysis. In regression model 2, the sig value also appeared as 0.000. This also indicates that the model is significant and suitable for regression analysis. In the case of regression model 3, the sig value has also appeared as lesser than 0.000. This suggests that this developed regression model 3 is also fit and appropriate to execute the regression analysis.

In the table above (Table 6) moderating effect has been highlighted. The sig value with the threshold of 0.05 is used to determine whether the impact is significant or insignificant. From the table mentioned above, it can be observed that there is transformational leadership has a significant effect on job satisfaction. Moreover, transactional leadership also has a substantial impact on job satisfaction. It has been due to the sig value that appears less than the threshold of 0.05. Moreover, it can also be confirmed from table 5, where it has also been found that transactional and transformational leadership significantly impact job satisfaction. 

In the case of regression model 2, where the predictors were the independent variables and the moderating variable, the independent variables significantly impact job satisfaction. However, the moderating variables comprising different ages do not considerably affect the dependent variable. Lastly, in the case of regression model 3, where the moderating effect has been computed, it can be observed that YOE (5-10), YOE (16-20), and YOE (More than 20 years) do not significantly show a moderate relationship between transformational leadership and job satisfaction. It has been because of the sig values of 0.191, 0.454, and 0.152 that have been computed for YOE (5-10) *TF, YOE (16-20) *TF, and YOE (More than 20 years) *TF, respectively. 

Moreover, in the case of transactional leadership, it has also been found that years of experience do not moderate the relationship between transactional leadership and job satisfaction. It is based on the sig value that has appeared as 0.394, 0.952, and 0.927 for YOE (5-10) *TS, YOE (16-20) *TS, and YOE (More than 20 years) *TS. Hence, it is confirmed that years of experience also do not significantly moderate the relationship between transactional leadership and job satisfaction. 

Summary 

This research features two main research questions.  The first research question investigated leadership style and its impact on nurses’ job satisfaction. From the analysis of this study and the discussed previous studies, it has been found that transactional leadership and transformational leadership significantly impact the job satisfaction of nurses. 

The second research question aimed to investigate if years of experience moderate the relationships between the suggested factors and nurses' job satisfaction. The analysis concluded that the years of experience do not affect any proposed relationships. Thus, there is no moderation effect. 

CHAPTER 5: CONCLUSION, LIMITATIONS, AND FUTURE WORK

This study has focused on the two leadership styles, i.e. transformational and transactional.

• Conclusion

In this study, the impact of these leadership styles has been studied on the satisfaction level of the nursing profession. In this study, quantitative measures were taken where the researcher collected the quantitative data from the nurses, who were asked about their managers and leadership styles.

However, the questions in the questionnaire were not directly asked about the managers' leadership style. Still, the questionnaire was developed with the support of various studies by analyzing the factors of leadership styles separately. Results of the study have shown a significant impact of the transactional and transformational leadership styles when discussing the level of job satisfaction in the profession of nurses. Therefore, in such a case where the transformational and transactional leadership styles have a tremendous influence level among the nurses, it becomes clear that there various elements of these leadership styles are also essential to be focused on by the managers.

Based on the study's results, it can be concluded that managers significantly influence their subordinates. When they encourage them on their performance, it increases their level of motivation. Therefore, in such a case, where the manager would be focused on encouraging their subordinates, there are chances that this will initiate the element of self-development among the workers. Therefore, in such a case, it becomes evident that line managers should remain focused on the self-development of their subordinates.

In addition, it has also been observed that when managers are motivating their subordinates, there are chances that their subordinates will start feeling empowered and trusted by their managers, resulting in enhanced performance. This makes it clear that trust is another element needed for performance enhancement. In this study, the aspect of satisfaction is focused on the nurses. Thus all the elements which lead to job satisfaction need to be studied.

Furthermore, trust could be built through the task assignments. For that reason, managers must set goals for their team, and they should be allowed to show their creativity leading to innovative solutions. Moreover, the study results have clarified that managers also play role models for their subordinates. If they pay attention to their subordinates, their managers feel valued, resulting in increased motivation. In this study, it has also been observed that the element of recognition also plays a vital role in satisfaction among nurses.

Therefore, the nurses must be recognized based on their performance which is also considered a reward system. However, it is also essential that every nurse should not be regarded as efficient enough to lead every assigned task independently. In such a case, the nurses new to the profession should be provided with supervision by the managers playing the role of leaders. In such cases, the team structure may also be beneficial for the managers to achieve their objectives efficiently. 

In this study, it was also observed that the nurses respect their line managers, and in return, they expect trust from them. In addition, they also expect justified compensation from them so they can manage their living at ease. Results of the study have shown that the role of line managers in the satisfaction level of nurses is the most important as they consider them as their mentors and seek guidance from them. Therefore, it can be concluded that managers are required to work on their leadership skills to increase the organisation's overall performance, leading to the satisfaction of nurses. 

Another aspect observed in this study is that the managers can influence their nurses as they believe they are their role models and respect them. They can use it as an opportunity and design tasks based on objectives for their subordinates where their subordinates would have a chance to show their skills. In such a case, where all the nurses would have equal opportunity to perform and prove how well they can execute their duties, there are chances that the nurses would be able to learn and grow with mutual support.

In this regard, the managers must provide their input side by side so that the nurses can ensure that the steps they are taking are according to the expectations of their managers. This model would be helpful for managers to increase the performance of their teams. Nevertheless, the nurses' satisfaction level is also dependent on the input provided by the HR department whether the organization is considering their expectations in a justified manner or not. In such a case, where the employees are not provided with sufficient benefits which should be provided to them against their services, there are chances that they would not be able to get the best performance out of their nurses.

In addition to that, the study has also evaluated whether there is any impact of the years of experience of the managers on the satisfaction level of the nurses, and the results have shown that there is no impact of the years of experience on the satisfaction of nurses. Therefore, it is clear that having experienced managers in the organization is not necessary. Still, it is also possible that inexperienced managers who understand the concepts of managing human capital would be able to increase satisfaction among the nurses.

•  Recommendations and Managerial Implications 

In this study, transformational and transactional leadership styles have been studied to determine how they affect the behaviour of the nurses in Qatar in terms of increasing their satisfaction level among them.

Based on the study's findings, managers have provided some recommendations to improve their leadership skills. These recommendations would not only be helpful for the managers to improve their managerial skills and the nurses to enhance their performance, resulting in better performance in the healthcare sector. Trust among the nurses from the managers should be built to make them feel that the organization values them and is also crucial to the managers.

It is also recommended that the nurses should be empowered at their jobs, and for that particular reason, they may be assigned the tasks and have the liberty to execute them in their own way. Their organisation's expectations should also be considered, such as sufficient support from managers and justified compensation. Managers should also focus the team building among the nurses, which would help them communicate with each other and develop their communication skills resulting in improved communication at their job.

• Limitation and Future Work 

When discussing the study's limitations, it can be observed that the survey results are focused explicitly on the nursing profession, and the data was collected from the Qatar healthcare sector. Therefore, the findings are implied to the nurses working in Qatar. In addition to that, the results of the study can be applied for a few years as the global environment has been continuously emerging, and it makes it clear that there are chances that behavioural changes may also occur and affect the findings of the study.

For future work, it is recommended that the researcher use a similar model in different countries and different contexts, such as focusing on any other profession. It is also possible that the future researcher may also include more leadership styles to be evaluated for the same target population of the study.

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References

Hahne, J.M., Biessmann, F., Jiang, N., Rehbaum, H., Farina, D., Meinecke, F.C., Müller, K.R. and Parra, L.C., 2014. Linear and nonlinear regression techniques for simultaneous and proportional myoelectric control. IEEE Transactions on Neural Systems and Rehabilitation Engineering, 22(2), pp.269-279.

McShane, B.B., Gal, D., Gelman, A., Robert, C. and Tackett, J.L., 2019. Abandon statistical significance. The American Statistician, 73(sup1), pp.235-245.

Schober, P., Boer, C. and Schwarte, L.A., 2018. Correlation coefficients: appropriate use and interpretation. Anesthesia & Analgesia, 126(5), pp.1763-1768.

APPENDIX

Leadership Style & the Impact on Nurse's Professional Satisfaction Questionnaire