This article reviews the correlation between job satisfaction and leadership. This is done by utilizing descriptive, inferential and correlational statistics to establish relations between perceptions of leadership and diverse levels of job satisfaction. During this process, it allows the health care professionals particularly nurses to learn about the behavioural influence of their respective leaders towards work gratification among staffs as well as the awareness of each leadership component through reinforcement of the importance of leadership. It also works toward addressing effective leadership via formal training among head nurses to promote job satisfaction of all staff nurses, improve management efficiency and better nursing care. However, nurse managers especially the new ones must not only invest in training and improving own skills. Since executive turnover is not that easy to manage at first, leaders especially the new ones still need the assistance of those in higher positions as well as the organisation to achieve a smooth transition of leadership. Thus, it is essential to clarify first the roles and duties to be taken during changeover to avoid incompetent and unsuccessful management of tasks. Additionally, the article fails to show the effects of job dissatisfaction among staff nurses in hospitals and nurse turnover is one of those effects. Consequently, leadership skills and nursing management have been related to the retention of staff nurses. A research finding has suggested that the nurse manager’s profile primarily affects staff’s retention or determination in extending one’s tenure in service. When employees are happy with their jobs, they are also more likely to stick around. Hence, aside from minimal negative patient outcomes, contentment in workplace will also be achieved among healthcare workers if the leadership is considered by the healthcare workers to be consistent, strong and helpful. (Roche, Duffield, Dimitrelis & Frew 2015). Furthermore, the manager’s behaviours can also impact the organisation’s monetary aspects because hiring a new staff takes a lot of time and budget, so it would be better if the job satisfaction among current nurses will be prioritised. Consequently, the organisation must implement developmental programs and identify organisational activities that will help increase work gratification, establish effectiveness of leadership and further improvement of it’s implementation (Moneke & Umeh 2014). As a result, creating a positive work environment will benefit patients, employees, and the organisation alike. This research will be of great help for my study, since shortage of nursing staff is already rampant in most facilities nowadays. Clearly, apart from other variables that affect staff retention, leadership skills and behaviours greatly influence this trend.
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