Aim: This systematic review aimed to summarize current research knowledge about the relationships between nurse leaders' leadership styles and nurses' work-related well-being. Background: Due to the global shortage of nurses, it is essential for nurse leaders to maximize staff retention and work-related well-being. Methods: Following Cochrane Collaboration procedures, the PRISMA statement and PRISMA checklist, relevant quantitative studies published between 1 January 2012 and 31 December 2020 were retrieved from the CINAHL, Scopus, PubMed and Medic databases and then systematically reviewed. Seventeen cross-sectional and follow-up studies with surveys were retained for inclusion and evaluated with the Critical Appraisal of a Survey instrument. The data were summarized narratively. Results: Three core themes of leadership styles: destructive, supportive and relationally focused, were identified, with statistically significant direct and indirect connections between nurses' work-related well-being. Well-being was mainly assessed in terms of burnout. Effects of leadership styles on work-related well-being were reportedly mediated by trust in leader, trust in organization, empowerment, work-life conflict, relational social capital, emotional exhaustion, affectivity, job satisfaction and motivation. Conclusion: Nurse leaders' leadership styles affect nurses' work-related well-being. In developing intervention studies and providing training on work-related well-being, the impact of the indirect effects and the mediating factors of the leadership styles should be acknowledged.

Purpose This study aims to describe nurse leaders’ experiences of work-related well-being and its association with background variables, working conditions, work engagement, sense of coherence and burnout. Design/methodology/approach An electronic survey design was used. Data was collected between December 2015 and May 2016 with an instrument that included demographic questions and four internationally validated scales: the Utrecht Work Engagement Scale, QPS Nordic 34+, the shortened Sense of Coherence scale and the Maslach Burnout Inventory. Data was analysed using statistical methods. Findings A total of 155 nurse leaders completed the questionnaire, giving a 44% response rate. Most of them worked as nurse managers (89%). Participants’ work-related well-being scores ranged from 8 to 10. Statistically significant relationships were found between participants’ work-related well-being and their leadership skills, current position, sense of coherence and levels of burnout. In addition, there were statistically significant relationships between work-related well-being and all dimensions of working conditions. Originality/value This study underlines the fact that work-related well-being should not be evaluated based on a single factor. The participants’ perceived work-related well-being was high, although almost half of them reported always or often experiencing stress. The results suggest that nurse leaders may have resources such as good leadership and problem-solving skills, supportive working conditions and a high sense of coherence that prevent the experienced stress from adversely affecting their work-related well-being.

Aims To describe how nurse leaders' work‐related well‐being is related to a superior's transformational leadership style and structural empowerment. Background The demanding role of nurse leader means that these professionals experience emotional exhaustion and challenges with work–life balance. They can also be influenced by the leadership style of their own superiors. Methods A cross‐sectional questionnaire using two internationally validated scales, namely, the Transformational Leadership Scale and Conditions For Work Effectiveness Questionnaire‐II, was used. Statistical methods were applied during data analysis. Results A total of 155 nurse leaders participated completed the questionnaire. The participants' work‐related well‐being scores ranged from 8 to 10. The participants felt that their superiors employ transformational leadership. The dimension of feedback and rewards received the lowest scores, whereas the nurse leaders reported moderate overall empowerment levels. A nurse leader's work‐related well‐being was positively correlated with structural empowerment and their superior's leadership style. Conclusions Despite the fact that nurse leaders reported relatively high levels of work‐related well‐being, more attention should be paid on the feedback and rewards and on the support of superiors as they positively influence the work‐related well‐being. Implications for Nursing Management Transformational leadership should be supported in organisations and through education as it strengthens work‐related well‐being and structural empowerment of nurse leaders.