Toxic leadership behaviour of nurse managers on perceived job satisfaction and productivity of nursing workforce in sub‐Saharan Ghana: A multi‐centre cross‐sectional study

Abstract

Aim This study aimed at assessing the nature and effect of toxic leadership of nurse managers on the perceived job satisfaction and productivity of the nursing workforce. Background Nursing job outcomes such as job satisfaction and productivity are influenced by various factors in the nursing practice environment including leadership. Due to rising health care expenses and depleting material resources, the productivity of nurses that is expected to improve the efficiency of health care organizations is mostly low. Managers' toxic behaviour towards nurses affects their job satisfaction and subsequently low productivity. Method A multi‐centre, cross‐sectional descriptive design was used. Validated tools were used to collect data from participants, and data were analysed using descriptive, correlation, and hierarchical linear regressions. Results Registered nurses appraised the leadership behaviour of nurse managers to be toxic, with most managers exhibiting narcissistic leadership behaviour. Though all the components of toxic leadership behaviour of manager and job satisfaction were associated with the perceived productivity of the nurses; only intemperate leadership behaviour of the managers (β = −.301, p < .005), and job satisfaction (β = .296, p < .001) significantly predicted perceived productivity among nurses (R2 = .238, F(7, 922) = 41.088, p < .001). Conclusion Nurse managers' leadership behaviours were toxic. Nurses' job satisfaction and all components of managers' toxic leadership behaviour influenced productivity. Implications for Nursing Management There should be a policy developed to guide the creation and maintenance of efficient nursing leadership to enhance job satisfaction and productivity among nurses.

Trends of publications on transformational leadership in nursing: a bibliometric analysis

“…Nurse managers' leadership styles directly influence the attitudes of other team members and, therefore, nursing leaders' approaches are important for the efficiency and effectiveness Transformational leadership of nursing care (Labrague et al, 2020;Labrague, 2021;Ofei et al, 2022). Nursing leaders play important roles in empowering staff nurses, which is fundamental for the development of the nursing profession (Fischer, 2016;Moura et al, 2017;Ross et al, 2014).…”

“…The increase in publications on transformational leadership in the field of nursing in the 2000s may be linked to the growing competition in the health sector because as health organizations realized the importance of keeping nurses satisfied and motivated at work to avoid turnover, that impairs nursing care and, consequently, the productivity of the health institution, nursing leadership has gained prominence and the transformational leadership style has become more addressed (Devi et al , 2020; Herman et al , 2015). However, several studies show that nurses remain dissatisfied with their leaders (Guo et al , 2022; Ofei et al , 2022). Another fact that may have favored the increase in the production of articles on transformational leadership from 2008 onward is that between 2008 and 2010 the ICN chose topics related to nursing leadership as themes for International Nurses Day.…”

“…It is observed, therefore, that two main themes stand out, one of them refers to the relationship between transformational leadership and performance/job satisfaction of nurses and the other is related to transformational leadership style and the quality of care/patient safety. The scientific literature presents several studies that correlate leadership styles with nurses’ job satisfaction, retention, productivity, quality care and patient safety (Labrague, 2021; Ofei et al , 2022; Specchia et al , 2021; Perkins et al , 2020). An integrative literature review identified a significant correlation between the leadership style adopted by nursing leaders and staff nurses’ job satisfaction (Specchia et al , 2021).…”

“…A survey conducted in Iran in 2020 pointed to the relationship between the attitudes of nursing leaders and nurses’ level of job satisfaction and intent to leave (Perkins et al , 2020). In a study carried out in Ghana in 2022, a decrease in nurse staff productivity related to ineffective leadership was observed (Ofei et al , 2022). In a study from the Philippines, a correlation was identified between toxic nursing leadership and adverse events that jeopardized patient safety (Labrague, 2021).…”

Toxic leadership, mental well-being and work engagement among nurses: a scale adaptation study and structural equation model approach

“…Despite this, it is reported that toxic leadership has not received the scientific attention it deserves and has a small percentage in leadership research (Gandolfi and Stone, 2022). It is seen that these studies are mostly conducted in Western countries and focus on the causes and prevalence of toxic leadership (Abdelaliem and Zeid, 2023;Guo et al, 2022;Ofei et al, 2022). In addition, a meta-analysis by Schyns and Schilling (2013) emphasizes the negative effects of destructive leadership and suggests that there is a need for studies that conceptualize toxic leadership.…”