Impact of leadership styles adopted by head nurses on job satisfaction: a comparative study between governmental and private hospitals in Jordan

Background Previous studies demonstrated that leadership styles are the basis of daily interactions between leaders and employees and facilitate and enhance work processes. Aim This study aimed to explore how the leadership styles of nurse leaders affect job satisfaction among working nurses. Methods Quantitative, descriptive and comparative methods were used. Three main Ministry of Health hospitals in different areas of Jordan and three private hospitals in Amman were selected. Results Among the leadership styles measured by the Multi‐factor Leadership Questionnaire 5X, transformational leadership had been used by head nurse managers in both settings more than transactional leadership and passive‐avoidant leadership. The level of job satisfaction among nursing staff was higher in public hospitals than in private hospitals in this study. A positive relationship was found between the overall score for transformational leadership and job satisfaction (r = 0.374**). The overall transactional leadership score correlated positively with job satisfaction (r = 0.391**). Conversely, the overall correlation between passive‐avoidant leadership and job satisfaction was negative (r = −0.240). Conclusion The increased development of transformational leadership behaviours increases nurses’ job satisfaction and thus contributes to an increased retention of nurses. Implications for nursing management The ability of hospitals to address the leadership styles of head nurses and their impacts on job satisfaction will be strengthened.