Objective The main objective of this study was to assess survival status and predictors of mortality among preterm neonates admitted to Mizan Tepi University Teaching Hospital. Materials and Methods A retrospective cohort study was conducted on 568 randomly selected neonates. All preterm neonates admitted in NICU from May 9, 2016 to December 30, 2019 were the source population. Data were extracted from medical chart and entered to EpiData version 4.4.2.1 and analyzed by STATA version 14. Descriptive statistics, bivariate and multivariable analyses were done in a Cox regression model. Variables with P -value of <0.05 were considered statistically significant in predicting the preterm mortality. Results Out of 568 preterm neonates, 199 (35%) died with an incidence rate of 62.15 (54.09–71.41) deaths per 1000 person-day-observations with median survival time of 15 days. Vaginal mode of delivery (adjusted hazard ratio, AHR: 1.78, 95%CI: 1.05–3.08), non-cephalic presentation (AHR:1.8, 95%CI: 1.04–3.06), born from mothers with no ANC follow-up (AHR: 1.9, 95%CI: 1.29–3.01), fifth minute APGAR score <7 (AHR: 1.87, 95%CI: 1.31–2.68), RDS (AHR: 1.74, 95%CI: 1.28–2.36), did not receive KMC (AHR: 1.45, (95%CI: 1.06–1.98), did not cry immediately after birth (AHR: 2.81, 95%CI: 2.03–3.93)), VLBW (AHR: 2.67, 95%CI: 1.29–5.53), low birth weight (AHR: 2.24, 95%CI: 1.15–4.39), and hypothermia (AHR: 1.36, 95%CI: 1–1.84) were significantly associated with preterm mortality. Conclusion Preterm neonatal mortality was high and the predictors were almost all preventable and treatable. Therefore, emphasis should be given toward prevention and early anticipation, and management of these predictors.

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Background Nurses´ perceptions of leaders´ leadership styles has a significant impact on their well-being. Effective leadership in health care is crucial for improving and enhancing the effectiveness of health care systems. This study aimed to assess the perceived utilization of leadership styles among nurses at Jimma town public health facilities, Ethiopia. Methods This facility-based cross-sectional study was conducted with 403 nurses. Data were collected through a self-administered structured questionnaire. Data were entered into Epi-Data version 4.6 and then exported to SPSS version 25. The strength of association was described using unstandardized adjusted β with a 95% confidence interval (CI) and p-value <0.05. Results Of the 422 participants, 403 completed and returned the questionnaire correctly, thus achieving a response rate of 95.5%. Staff nurses perceived that their head nurses fairly often or commonly used transformational leadership styles, with a mean of 2.77±0.60. The multivariable linear regression analysis model indicated that there was a positive relationship between perceived leadership style and gender, overall organizational commitment, overall job-related stress, overall innovative work behavior, and overall leadership practice. However, there was a negative relationship between perceived leadership style and nurses who had not received previous training on leadership. Conclusion This study highlights that transformational leadership is a commonly utilized leadership style by leader nurses. Effective and balanced use of various leadership styles requires knowledge (training), organizational commitment, and innovative work behavior from both leaders and staff nurses. Therefore, a transformational leadership style is key to achieving organizational goals and increasing staff nurses’ productivity.