Final Paper 3is (Hidden Number)

BALAYAN SENIOR HIGH SCHOOL
Caloocan, Balayan Batangas

Science Technology Engineering and Mathematics (STEM)
CHAPTER I
INTRODUCTION
Background
Healthcare systems are expected to balance the competing objectives of
improving public health while also managing rising costs in a constantly changing
environment. Leadership involves the ability to inspire and guide others to achieve
their best performance in completing tasks and projects. Leadership theories have
developed over time and have been influenced by changing societal and historical
circumstances. Transformational leadership is a philosophy that emphasizes
idealistic persuasion, motivation, inspiration, intellectual stimulation, and
individualized care to achieve better results.
Transformational leaders encourage their followers to exceed their original
plans and surpass what they thought was possible. They motivate their team
members to prioritize the needs of the organization and team over their individual
interests, and to aim for exceptional performance. Leaders can enable their team
members to take on more responsibility and tackle complex organizational issues. A
leader's growth and success are influenced by their lifetime experiences and the
choices they make. The current business environment requires effective leaders who
comprehend the complexity of the constantly evolving global landscape. When tasks
are well-structured and the leader has a positive relationship with the team, the
workers are likely to be engaged, satisfied, and retained in their work, resulting in
high effectiveness.
The process of nursing administration requires specific skills, characteristics,
and competencies. Successful leadership styles are essential in directing nursing
practice to provide optimal care, promote evidence-based practices, and maintain
high standards of healthcare across all levels of administration. A manager's qualities
are reflected in their leadership style, which has a significant impact on the work
environment and the performance of staff.
Statement of the Problem
1. What are the leadership styles of head nurses in terms of:
1.1. Transformational,
1.2. Democratic , and
1.3. Autocratic?
2. What are the effects of leadership styles of head nurses to turnover intentions
in terms of:
2.1. Attitude, Treatment to Nurses and,
2.2. Leadership Styles?
3. Is there a significant relationship between the leadership styles of head
nurses and its effect to turnover intentions?
Hypothesis
Ho: There is no significant relationship between the leadership styles of head nurses
and its effect to turnover intentions.

Significance of the Study
The results of this research have potential applications in the nursing
profession, as managers can utilize them to implement effective leadership styles
that enhance staff motivation and reduce turnover intention. This, in turn, can
improve the overall efficiency of healthcare processes. Policymakers may also
benefit from the findings of this study as they can appreciate the importance of
selecting appropriate leadership styles for nurses in the clinical setting. Patients, on
the other hand, stand to gain the most from the study's results, as highly motivated
nurses can provide seamless care. Additionally, the study discovered that utilizing
transformational and supportive leadership styles positively impacts patient
satisfaction and safety outcomes. Therefore, the primary objective of this research is
to investigate the correlation between the leadership styles of head nurses and
nurses' motivation and turnover intention. This study could also benefit the
Researchers and Future researchers, this study will benefit the researchers and
future researchers because this study could serve as a basis for further research
about the leadership styles of head nurses and its effect to turnover intentions.
Scope and Limitations
This study limits the leadership styles of Head Nurses, motivation and
intention turnover of Nurses. This study only discusses how the leadership styles of
head nurses affect the work motivation and turn over intention of the nurses. As all of
our respondents will be registered nurses, whether they work here in the Philippines
or they work in other country or abroad, and because hospitals in the Philippines and
other countries may have varied working conditions, this issue is really addressed in
the current study. The study's final shortcoming might be its focus on leadership
philosophies, such as transformational or authentic, which are less frequently used
by nursing leaders.
CHAPTER II
RELATED LITERATURE AND STUDIES
Leadership Styles
Effective leaders should employ leadership styles that are compatible with
their followers' cultural expectations (Solomon & Steyn, 2017). The most successful
leadership style may require the usage of a variety of styles, with one complementing
the other (Solaja & Ogunola, 2016). Leadership style is a critical factor in the
advancement of boosting healthcare organizational productivity. Healthcare firms
must rely on competent executives who can think creatively and dynamically to work
successfully to enhance the healthcare sector. Good leadership is required in the
healthcare industry to improve and enhance system effectiveness (Hargett et al.,
2017). According to Peter G. Northouse (2021), Leadership is a multifaceted process
of recognizing objectives, persuading others to act, and giving support and
encouragement to attain mutually agreed-upon goals. Employees, leaders, and the
achievement of corporate goals all have a significant link with leadership (Elhajj S.,
2013). A leader's leadership style is the manner in which he or she offers guidance,
motivates others, and implements plans (Memon KR., 2014). Leadership style plays
a significant effect on the quality of Nursing care in hospitals, patient safety, and cost-
effectiveness in accordance with a common corporate vision, purpose, governance,
and empowerment (Zaghini et al., 2020).
AUTOCRATIC, TRANSFORMATIONAL, DEMOCRATIC LEADERSHIP:
There are three major leadership paradigms focusing on people management
that are important in deciding desired objectives (Huber, 2017). Huber (2017)
characterized transformational leadership as providing followers with a sense of

autonomy and responsibility, which can boost commitment and efficiency in the
healthcare system. Moreover, transformational leaders foster growth and convert
evidence into practice in order to attain corporate objectives.
Transformational leadership is thus very common in nursing, inspiring and
motivating for a robust transformation of organizational culture and structure
(Robbins & Davidhizar, 2020), and it is considered the best-chosen style for
healthcare leaders, particularly nurse leaders, to mobilize nursing staff to provide
optimum services with improved morale and conviction.
A democratic leadership style incorporates leaders that adopt a participatory
decision-making strategy, giving all group members a voice in the process (Iqbal et
al., 2015). The leader's tendency to deliver performance feedback is a source of staff
development. Workers' morale and motivation are increased when they have the
responsibility and freedom to make critical decisions (Roussel, 2011). (Demirhan,
2020) conducted a poll in which nurses stated that their top supervisors exercised the
most democratic leadership style. Nurses who lead democratically have confidence
in their abilities and empower their staff to participate in decision-making. According
to (Ariani, 2021), the leadership style of Democratic leaders has a significant and
favorable impact on how successfully Job does his duties.
At the time of (Dyer's, 1986) research, autocratic leadership was the most
frequent kind of leadership in family enterprises, owing to the concentration of power

among owner-managers (Sorenson, 2000). The authoritarian leadership style
promotes performance, according to research (Ibrahim et al., 2016; Ernawati, 2020).
There was a substantial correlation between management styles and job
performance in a study done by (Peter and Slatkin, 2013), which focused on the link
between management styles and the performance of selected Nigerian workers. This
study also found that employees were much more receptive to autocratic leadership
compared to other types due to the nature of the position in the organization. As
stated by (Alisha, 2020), When required, autocratic nursing leadership will make
quick decisions. This might help the organization during a crisis or while establishing
"zero occurrence" policy (for example, driving for zero pressure ulcers). (Mohammad
Qtait, 2023).
Turnover Intentions
According to one study, the merging of well-being and commitment has two
perspectives based involvement of individuals at work (Robertson & Cooper, 2010).
Another study done among hotel employees in China discovered that professional
identity is most crucial for the effectiveness of employee engagement at work and
may have a negative impact on employee turnover (Wang et al., 2021). Several
study findings from across the world have revealed that employees face a lack of
employee engagement at their job in numerous industries. (Alzayed & Murshid,
2017) discovered that when employee engagement declines, workers' desire to quit
the business rises (Alzayed & Murshid, 2017). Employee stress has been linked to
higher turnover intentions and lower performance, both of which have a negative
impact on structural productivity (Jensen et al., 2013). (Naiemaha et al., 2019)
conducted a study among Malaysian hospitality sector employees, and the findings
revealed that employee engagement had a negative effect on workers' intention to
leave.
Employee well-being is also vital for the long-term sustainability of employee
engagement in businesses (Robertson & Cooper, 2010), which results in long-term
benefits at both the individual and organizational levels. Employee engagement has
been shown to be important to workplace performance in terms of employees'
behavioral, cognitive, and emotional roles in their job (Bulinska Stangrecka &
Iddagoda, 2020). The Work Demands-Resources hypothesis is used to determine
the three drivers of employee engagement in global virtual teams (Shaik &
Makhecha, 2019). (Chandani et al., 2016) identified the factors influencing employee
engagement at both the micro and macro levels. At the micro level, they might be the
employees' specific characteristics relating to the employee's behavioral, cognitive,
and emotional components. Employee behavioral engagement may be defined as
the ability to adapt to any type of working environment proactively with all necessary
diligence and tenacity (Bhuvanaiah & Raya, 2014). This style of behavioral
engagement is characterized by zeal and excitement for tackling all challenges and
obstacles in the workplace that might lessen turnover intent (Guest, 2014).
Behavioural engagement has been shown to be a significant component of employee
engagement at work (Bedarkar & Pandita, 2014).
Leadership has been defined as a social influence process in which nurses
consider how others may assist and support them in carrying out common tasks.
There are two kinds of leadership: transactional and transformational. Leaders and
followers participate in an exchange relationship under transactional leadership,
where followers obtain cash advantages or social standing in return for following the
leader's orders. Transformational leaders inspire followers to execute high levels of
performance through altering their followers' attitudes, beliefs, and values, rather
than simply garnering compliance via the leader's actions. Moreover,
transformational leadership is based on the link between the leadership's guidance
and coaching, as well as their supply of socio-emotional support, and subordinates'
preparedness or capacity to accomplish certain tasks, roles, or goals (Katou, or
Budhwar, & Patel, 2021).
As cited by Naseer, Perveen, Afzal, Waqas, and Gillani (2017), The hospital
administration employs a variety of tactics to achieve the organization's aims and
objectives. They achieve these goals with the assistance of leaders inside the firm,
and leaders play a vital part in achieving these goals, with the premise being
employee turnover. Previous research has found a link between a nurse's job
happiness and the leadership styles of the nurse functioning as the head (Alloubani
et al., 2014). Yet, there are several factors that influence nurse turnover, but studies
show that leadership has the largest influence. Head nurses fulfill several functions,
including educator, leader, clinical knowledge, and peer respect (Perez, 2014). Since
the head nurses supervise the teams and departments, the leadership style of the
head nurses may offer a healthy working environment and respect for the nurses
(Suehs, 2015). According to the study, leadership styles have an impact on the job
retention of staff nurses (Abdelhafiz et al., 2015).
The study fills a gap in the literature by examining the relationship between
leadership style and turnover. The findings indicate that there is a negative
relationship between transformational leadership style and turnover, but a positive
relationship between transactional leadership style (passive management and

management by exception) and turnover (Garg & Ramjee, 2013). According to the
study, nurse turnover is a difficulty for hospital administration, and higher turnover
lowers the overall quality of healthcare services (AlHussami et al., 2014). Similarly,
the study found that using an effective leadership style can reduce nurses' intentions
to leave (Abdelhafiz et al., 2015).
According to Perez (Perez, 2014), the leadership style of the head nurse has
a substantial association with nurse turnover. Moreover, transformational leadership
style is more effective leadership style than the transactional leadership style.
Synthesis
Bella et al (2022) conducted an integrative review of recent literature on
conceptual models of nurses' organizational well-being and identified common
variables among them. Their findings suggest that there is no agreement among
nursing literature on a comprehensive conceptual model for nurses' organizational
well-being or the workplace characteristics that should be examined to define their
well-being. This implies that a consensus on the definition of a nurses' organizational
well-being model and its variables could assist nursing management in monitoring
and improving nurses' work-life quality, as well as enhancing nursing performance
and caring outcomes.
In a study conducted by Wu et al (2020), it was found that transformational
leadership could decrease burnout among nurses in the workplace, while a positive
spiritual climate can increase the meaningfulness of their work, thereby enhancing
nurse retention. This suggests that healthcare leaders should focus on creating a
positive and supportive clinical environment beyond just employing transformational
leadership to reduce nurses' intention to leave.
Fiorini et al (2022) conducted a study that demonstrated how an accurate
assessment of head nurses' leadership styles could enhance the organizational
context experienced by nurses, leading to improved nursing-sensitive outcomes.
Therefore, it is suggested that implementing a supportive and motivational leadership
style will undoubtedly boost staff performance and retention.
In Jordan, Alfaouri et al (2021) conducted a study that revealed various
factors, beyond just leadership styles, that can improve nurses' retention rates and
reduce their intention to leave. These factors include staffing levels and job
satisfaction. Therefore, this study is particularly relevant to the present research, as
nurse leaders can develop evidence-based staffing plans to manage the nurse-to-
patient ratio and reduce nurses' intention to leave while also increasing job
satisfaction.
Theoretical Framework
Fig-1: Leadership styles and nurses’ turnover by

The diagram in Figure 1 illustrates the hypothesis that was created for this
study. The model shows that both transformational leadership and transactional
leadership style have direct effects on nurses' turnover intentions, represented by H1
and H2. H1.a suggests that there is no positive correlation between nurses' turnover
and transactional leadership, while H1.b suggests that there is a positive correlation.
Similarly, H2.a shows that there is no correlation between nurses' turnover and
transformational leadership, while H2.b indicates that there is a negative correlation.
Conceptual Framework
IPO MODEL
Input Process Output
The leadership styles of Survey Significant

head nurses in terms of: relationship between
Questionnaire the leadership styles
1.1. Transformational of head nurses and
1.2. Democratic its effect to turnover
intentions.
1.3. Autocratic
The effects of leadership

styles of head nurses to
turnover intentions in
terms of:
2.1. Attitude
2.2. Treatment to nurses
2.3. Communication
Figure 2: Research Paradigm

The diagram of conceptual framework shows the Input Process Output or IPO
Model wherein the researcher put the given information based on the questions in
our statement of the problem. On the input section the researcher put the leadership
styles of head nurses and the effects of leadership styles of head nurses to turnover
intentions. While on the process section, in order to get an outcome or output the
researcher will use survey questionnaire method. For the output section the
researcher put Significant relationship between the leadership styles of head nurses
and its effect to turnover intentions.
Definition of Terms:
Autocratic Leadership- Those in positions of ultimate authority and influence over
others. In this study, autocratic leadership is owing to the concentration of power
among head nurses.
Democratic Leadership- a leadership style in which group members have a more
active role in decision-making. In this study, democratic leadership is to deliver
performance feedback is a source of staff development.
Head Nurses- a person in charge of nursing operations at your healthcare provider's
location. In this study, head nurses are the main reason why nurses leave their
profession.
Leadership Styles- The strategies and actions used by a leader while leading,
inspiring, and managing people. In this study, leadership style is the treatment of
head nurses to nurses.

Nurses- a healthcare profession concerned with the care of individuals and their
families to assist them in recovering from disease and maintaining maximum health
and quality of life. In this study, nurses are the one who leaves their professions
because of the leadership styles of head nurses.
Transformational Leadership- a leadership style that affects both people and
societal institutions. Its optimal form produces meaningful and positive change in
followers, with the ultimate objective of growing followers into leaders. In this study,
transformational leadership is to motivate and inspire the nurses by the head nurses.
Turnover Intention- The willingness or intention of an employee to voluntarily resign
their employment or leave a firm. In this study, turnover intention is the leaving of the
nurses in their profession.

CHAPTER III
This chapter presented the methods and procedures that were used by the
researcher in accomplishing this research study. This covers the research designs
the respondents of the study, the data-gathering instrument and procedures and
statistical treatment that used in the study.
Research Design
The study determined the Leadership styles of head nurses and its effect to
turnover intention. The study focused on the different types of leadership style of the
head nurses and how does the nurses experience unhealthy psychological
atmosphere and if there's a significant relationship between the leadership style of
head nurses and its effect to turnover intention.
The researchers used a correlational research design to know what the
purpose of this study was. The researchers used a method to evaluate the progress
of this study. The type of questionnaire that the researchers developed attempted to
gather some data that can help the researchers to analyze the leadership of head
nurses and its effect to turnover intention.

As Engy Boles Adly Henen (2018) stated, correlational research design can
show a relationship between variables. A descriptive correlational research design
was utilized to achieve the aim of the current study.
Respondents of the Study
The respondents of the study will be Registered Nurses. The study conducted
at Balayan Senior High School in the year 2023-2024. The researcher chose
snowball sampling, a sort of a nonprobability sampling technique where existing
study subjects recruit future subjects from among their acquaintances of Registered
Nurses.
Data Gathering Instrument
This process of getting data involves finding, evaluating, and gathering
approaches. The questionnaire method was employed by the researcher to collect
information and data from the respondents. The purpose of a questionnaire is to
collect information from respondents about their attitudes, experiences, and opinions.
To gather quantitative and/or qualitative data with questionnaires. The questionnaire
approach, which is applicable to all researchers since it is simple to conduct, is less
time-consuming for the researcher than the other technique, which needs time and
cooperation from the respondents. It is a particular tool or instrument used for data
collection.
Data Gathering Procedure
To gather information, the researcher used a survey and questionnaire to
formulate the question based on what is observed, which frequently affects the
nurse's choice. The leadership styles of head nurses and its effect to turnover
intention will be covered. This attempts to investigate a current topic of concern and
highlight the requirements for the research study.
The extent to which a survey captures the necessary elements for
measurement is referred to as research validity. Validity is the ability of an instrument
to measure what is designed to measure. The act of validating anything is showing it
to be accurate. A specialist in this topic will be asked by the researcher to validate
the survey questionnaires. Teacher at Balayan Senior High School, where the study
will take place, Mrs. Ma. Rhoda E. Panganiban will facilitate the validation. Since it is
an essential step in successful gathering data, this method will give the study
relevance. The survey’s questions will become more successful in gathering crucial
information from the respondents after being validated.
In administering the questionnaire, the researcher proceeded to their
respective section and asked the respondents about the questionnaire. The
researcher will use the time allotted for vacant to avoid distraction of class
discussions. The researchers gave the respondents enough time to answer the
questions.
The distributed and answered questionnaires are then gathered the printed
copies will be collected while data from online surveys are to be taken from the site
itself. Other data materials such as Registered Nurses will then be provided by the
researchers. Data retrieval is conducted so that the necessary information needed for
the analysis of result would be ready on hand.
Statistical Treatment of Data
The statistical treatment of data allowed the researchers to investigate the statistical
relationship between the collected data and identify possible errors in the study.
The following statistical methods will be used:
MEAN. is the simple mathematical average of a set of two or more numbers. A mean
helps the researchers to assess a set of numbers by telling you the average, helping
to contextualize each data point.
STANDARD DEVIATION. is a static that measures the dispersion of a dataset
relative to its mean and is calculated as the square root of the variance. The standard
deviation is calculated as the square root of variance by determining each data
point’s deviation relative to the mean.
FREQUENCY. is the number of times an event or observation happened in an
experiment or study. It can also be defined simply as a count of certain event.
WEIGHTED MEAN. the weighted mean is a type of mean that is calculated by
multiplying the weight (or probability) associated with a particular event or outcome
with its associated outcome and then summing all the products together.
PERCENTAGE. is a special type of proportion where the ratio is multiplied by a
constant, 100, so that the ratio is expressed per 100.

PEARSON’S R. measures the strength and direction of the linear relationship of two
variables and of the association between interval and ordinal variables (Baraceros,
2016)
SURVEY QUESTIONNAIRE
LEADERSHIP STYLES OF HEAD NURSES AND ITS EFFECT TO TURNOVER
INTENTION
Dear Respondents
Good day! As part of our requirements in 3I’s, we are conducting a research
study "Leadership Styles of Head Nurses and its Effect on Turnover Intention." We
would like to ask for your help to participate in our study as one of our respondents.
Feel assured that the information will be kept private and confidential. Thank you
very much!
- The Researchers
Direction: Indicated below are the leadership styles of head nurses.
4- Strongly Agree 2- Disagree
3- Agree 1- Strongly Disagree
Part I. What are the leadership styles of head nurses in terms of:
1.1. Autocratic
Leadership Styles of Head Nurses and its SA A D SD
Effect to Turnover Intention
1. My head nurse often makes decisions
without seeking input or feedback from
the nursing staff.
2. When tasks are delegated, I feel like
my head nurse expects me to follow

their instructions without questions.
3. My head nurse often relies on
punishment or discipline to enforce
rules and regulations.
4. When I disagree with my head nurse,
they are open to hearing my
perspective.
5. I feel like my head nurse prioritize their
own interests over those of the nursing
team or the patients we care for.
1.2. Democratic
1. My head nurse encourages
participation and involvement in
decision-making.
2. My head nurse is open to suggestions
and feedback.
3. My head nurse treats all team
members with respect and fairness.
4. My head nurse values diversity and
inclusiveness.
5. My head nurse communicates
effectively with team members.
1.3. Transformational
1. My head nurse fosters a positive and
empowering work environment.
2. My head nurse is flexible and
adaptable in response to change.
3. My head nurse is a role model for me.
4. My head nurse inspires me to work
towards common goals.
expectations and provides feedback
effectively.
Directions: Indicated below are the factors that affect the Leadership Styles of Head
Nurses and its Effect to Turnover Intention. Kindly check the value that corresponds
your answer.
Part II
4- Strongly Agree 2- Disagree
3- Agree 1- Strongly Disagree

2.1. Attitude, Treatment to nurses, and Communication?
1. My head nurse provides clear
expectations and guidance.
2. My head nurse shows appreciation for
a job well done.
3. My head nurse encourages teamwork
and collaboration.
4. My head nurse is approachable and
easy to talk to.
5. My head nurse values and considers
my opinions and ideas
6. My head nurse has a positive attitude
and inspires me to do my best.
7. My head nurse is adaptable and can
handle unexpected changes.
8. My head nurse creates a positive work
environment.
9. My head nurse shows respect for all
team members.
10. My head nurse is fair and consistent in
decision-making.
2.2 Leadership Styles
Leadership Styles of Head Nurses and its Effect to SA A D SD
Turnover Intention
1. Communicates clear goals and expectations.
2. Encourages participation in decision-making.
3. Shows concern for the needs and feelings of
staff.
4. Provides recognition for good performance.
5. Provides feedback on performance.
6. Act as a role model for professional behavior.
7. Handles conflict effectively.
2.3 Turnover Intention
Leadership Styles of Head Nurses and its Effect to SA A D SD
Turnover Intention
1. I am actively looking for another job.
2. I am seriously considering leaving my current
job.
3. I plan to leave my current job in the next 6
months.
4. I would be willing to stay in my current job for
at least a year.
5. I feel valued and supported in my current jib
and have no intention to leave.
6. I would leave my current job if a better
opportunity arose.
Thank you for taking the time to complete this questionnaire. Your responses
will help us to better understand the relationship styles and turnover intentions
among head nurses.
VALIDATED:
MA. RHODA E. PANGANIBAN PhD
Research Teacher
Chapter IV
Presentation, Analysis and Interpretation of Data
This chapter presents the data from the survey conducted from the
respondents, along with its in – depth analysis and interpretation.
1. Leadership styles of head nurses
Table 1.1
Autocratic Leadership Styles of Head Nurses
Autocratic Leadership Weighted Verbal
Mean Interpretation
1. My head nurse often makes decisions
without seeking input or feedback from 2.5 Disagree
the nursing staff.
2. When tasks are delegated, I feel like
my head nurse expects me to follow 2.8 Disagree
their instructions without questions.
3. My head nurse often relies on
punishment or discipline to enforce 2.6 Disagree
rules and regulations.
4. When I disagree with my head nurse,

they are open to hearing my 3 Agree
perspective.
5. I feel like my head nurse prioritize their
own interests over those of the nursing 2.2 Disagree
team or the patients we care for.
Composite Mean 2.62 Disagree
The autocratic leadership styles of head nurses are shown in Table 1.1 based
on the data gathered. This demonstrates that number 4 has the greatest weighted
mean of the 3 with verbal meaning being "agree." This shows even more that the
respondents think their head nurses are willing to hear their point of view when they
disagree with them. The lowest weighted mean, 2.2, was given to number 5, while.
The sum of all replies is represented by the composite mean, which is 2.62.
A traditional management style that disregards the opinions of the group is
autocratic leadership. With low satisfaction and commitment translating into poor
performance, which includes lower quality of care and patient outcomes in healthcare
contexts, followers may feel discouraged, suffer from low morale, harbor grudges,
and not fully commit to the organizational mission and vision. (Al-Thawabiya et al.,
2023)
Table 1.2
Democratic Leadership Style of Head Nurses
Democratic Leadership Weighted Verbal

Mean Interpretation
1. My head nurse encourages 3.36 Strongly Agree
participation and involvement in
decision-making..
2. My head nurse is open to suggestions 3.5 Strongly Agree
and feedback.
3. My head nurse treats all team members 3.5 Strongly Agree
with respect and fairness.
4. My head nurse values diversity and 3.5 Strongly Agree
inclusiveness.
5. My head nurse communicates 3.53 Strongly Agree
effectively with team members.
Composite Mean 3.48 Strongly Agree
Table 1.2 lists the democratic leadership styles of the head nurses based on
the information gathered. This demonstrates that number 5, with a weighted mean of
3.53 and a verbal interpretation of strongly agree, has the most weight. This further
implies that respondents think their head nurses communicate with team members in
an effective way. The weighted mean for the numbers 2, 3, and 4 was the lowest at
3.5. The entire responds are summarized by the composite mean of 3.48.
In order to ensure that every group member has a voice in the decision-
making process, democratic leadership styles entail leaders that employ a
participatory approach (Iqbal et al., 2015). (Ariani, 2021) found that Democratic
leaders' leadership styles have a significant and advantageous impact on how

effectively Job performs his duties. Democratic leadership exemplifies a teamwork
mentality built on mutual respect and confidence in the ability of each member to
fulfill the goal.
Table 1.3
Transformational Leadership Style of Head Nurses
Transformational Leadership Weighted Verbal
Mean Interpretation
1. My head nurse fosters a positive 3.3 Strongly Agree
and empowering work environment.
2. My head nurse is flexible and
adaptable in response to change. 3.36 Strongly Agree
3. My head nurse is a role model for
me. 3.26 Strongly Agree
4. My head nurse inspires me to work
towards common goals. 3.23 Strongly Agree
expectations and provides feedback 3.26 Strongly Agree
effectively.
The Democratic Leadership Styles of head nurses are presented in Table 1.3
based on the data gathered. As can be seen, number 5 has the highest weighted
mean (3.36), which is verbally interpreted as strongly agree. This further implies that
respondents think their head nurses is flexible and adaptable in response to change.
While 4 received the weighted mean with the lowest score of 3.23. The sum of all the
responses is 3.28, which is the composite mean.
Similarly, According to a recent thorough assessment, transformational leaders
develop a supportive environment, understand their followers' needs, and then
involve their followers in activities that boost their confidence (Hughes et al., 2018).
2. Effects of Leadership Styles of Head Nurses to Turnover Intentions
Table 2.1
Attitude of Head Nurses to Turnover Intentions of Nurses
Attitude, Communication and Treatment Weighted Verbal
to Nurses of Head Nurses Mean Interpretation
1. My head nurse provides clear 3.3 Strongly Agree
expectations and guidance.
2. My head nurse shows appreciation 3.36 Strongly Agree
for a job well done.
3. My head nurse encourages
teamwork and collaboration. 3.26 Strongly Agree
4. My head nurse is approachable and
easy to talk to. 3.23 Strongly Agree
5. My head nurse values and
considers my opinions and ideas.

6. My head nurse has a positive 3.26 Strongly Agree
attitude and inspires me to do my
best. 3.26 Strongly Agree
7. My head nurse is adaptable and
can handle unexpected changes.
8. My head nurse creates a positive 3.3 Strongly Agree
work environment.
9. My head nurse shows respect for all 3.3 Strongly Agree
team members.
10. My head nurse is fair and consistent 3.2 Strongly Agree
in decision-making.
3.33 Strongly Agree
Table 2.1 displays the Head Nurses' Attitude, Communication, and Treatment
of Nurses based on the data gathered. This demonstrates that number 2, with a
weighted mean of 3.36 and a verbal interpretation of strongly agree, has the most
weight. This shows even more that respondents think their head nurses express
gratitude for a job well done. The weighted mean for the ninth spot was the lowest at
3.2. The entire replies are summarized by the composite mean of 3.28.
Similarly, According to Kaimenyi 2014, in order to accomplish a shared
objective, a leader's leadership style significantly affects the views, attitudes, and
behaviors of others. Through methods like role modeling, professional
communication, expressing respect, effective listening, interactive and virtual
learning, problem-based learning, team dynamics, open communication, shared
problem-solving, debriefing, and cultivating a sense of community, nursing students
can develop effective leadership skills and constructive conflict management skills
(Chan et al. 2014, Abou Hashish et al. 2015, Abd-El Aliem and Abou Hashish 20).
Table 2.2
Leadership Styles of Head Nurses
Leadership Styles of Head Nurses to the Weighted Verbal
Nurses Mean Interpretation
1. Communicates clear goals and 3.4 Strongly Agree
expectations.
2. Encourages participation in 3.46 Strongly Agree
decision-making.
3. Shows concern for the needs and 3.3 Strongly Agree
feelings of staff.
4. Provides recognition for good
performance. 3.23 Strongly Agree
5. Provides feedback on performance.
3.33 Strongly Agree
6. Act as a role model for professional
behavior 3.26 Strongly Agree

7. Handles conflict effectively.
3.3 Strongly Agree
Based from the gathered data, Table 2.2 presents the Leadership Styles of
head nurses. This shows that number 2 has the highest weighted mean of 3.46 with
verbal interpretation of strongly agree. This further suggests that respondents believe
that their head nurses encourages participation in a decision-making. While numbers
3 and 7 received the lowest weighted mean of 3.3. The composite mean of 3.32
summarizes the total responses.
Leadership is a multifaceted process that involves setting objectives,
motivating others to take action, and encouraging others to reach mutually agreed-
upon objectives. Employees, leaders, and the achievement of organizational goals
are all closely related to leadership. Leadership style refers to how a leader sets
direction, inspires followers, and carries out plans. (Gashaye et al., 2023)
3. Turnover intentions
Table 3.1
Turnover Intentions of Nurses
Turnover Intentions of Nurses Weighted Verbal
Mean Interpretation
1. I am actively looking for another 2.36 Disagree
job.
2. I am seriously considering leaving

my current job. 2.36 Disagree
3. I plan to leave my current job in the
next 6 months.
4. I would be willing to stay in my 2.2 Strongly Disagree
current job for at least a year.
5. I feel valued and supported in my 2.73 Agree
current job and have no intention to
leave. 2.93 Agree
6. I would leave my current job if
better opportunity arose. 3.4 Strongly Agree
Composite Mean 2.66
Based from the gathered data, Table 3.1 presents the turnover intentions of
nurses. This shows that number 6 has the highest weighted mean of 3.4 with verbal
interpretation of agree. This further suggests that respondents believe that they
would leave their current job if better opportunity arose. While number 3 received the
lowest weighted mean of 2.2. The composite mean of 2.66 summarizes the total
responses.
When a worker is dissatisfied with their position, management, or employer,
they may decide to quit. There are numerous factors that affect nurse turnover, but
research indicates that leadership has the biggest impact. (Perveen et al., 2017)
As shown in the Graph (1), it shows the p-value and size of correlation of
autocratic and leadership styles of head nurses. It clearly shows that the p-value
corresponds to 0.28 which is greater than 0.1 means that there’s an absence of
evidence against null hypothesis. In line with this, the size of correlation is -0.20 that
have a low negative correlation which means that the relationship between autocratic
and leadership styles of head nurses are not strong.
In this graph (2), it shows the p-value and size of correlation of democratic
and leadership styles of head nurses. It clearly shows that the p-value corresponds to
0.01 which is greater than 0.1 means that there’s an absence of evidence against
null hypothesis. In line with this, the size of correlation is 0.44 that have a low
positive correlation which means that the relationship between democratic and
leadership styles of head nurses are not strong.
In this graph (3) it shows the p-value and size of correlation of
transformational and leadership styles of head nurses. It clearly shows that the p-
value corresponds to 3.94 which is less than 0.1 means that there is very strong
evidence of evidence against the null hypothesis. In line with this, the size of
correlation is 0.68 that have a moderate positive correlation which means that the
relationship between transformational and leadership styles of head nurses are
moderately strong.
In this graph (4), it shows the p-value and size of correlation of Attitude,
Treatment and Communication and leadership styles of head nurses. It clearly shows
that the p-value corresponds to 1.15 which is less than 0.1 means that there is very
strong evidence against null hypothesis. In line with this, the size of correlation is
0.71 that have a high positive correlation which means that the relationship between
Attitude, Treatment and communication and leadership styles of head nurses are
highly strong.
In this graph (5), it shows the p-value and size of correlation of democratic
and leadership styles of head nurses. It clearly shows that the p-value corresponds to
0.38 which is greater than 0.1 means that there’s an absence of evidence against
null hypothesis. In line with this, the size of correlation is 0.17 that have a low positive
correlation which means that the relationship between democratic and leadership
styles of head nurses are not strong.
In this graph (6), it shows the p-value and size of correlation of Autocratic and
Turnover Intention of nurses. It clearly shows that the p-value corresponds to 1.13
which is less than 0.1 means that there is very strong evidence against null
hypothesis. In line with this, the size of correlation is 0.71 that have a high positive
correlation which means that the relationship between Autocratic leadership Styles of
head nurses and Turnover intention of nurses are strong.

In this graph (7), it shows the p-value and size of correlation of Democratic
leadership of head nurses and Turnover Intention of nurses. It clearly shows that the
p-value corresponds to 0.41 which is greater than 0.1 means that there’s an absence
of evidence against null hypothesis. In line with this, the size of correlation is 0.16
that have a negligible correlation which means that the relationship between
Democratic leadership Styles of head nurses and Turnover intention of nurses are
not strong.
In this graph (8), it shows the p-value and size of correlation of
transformational leadership of head nurses and Turnover Intention of nurses. It
clearly shows that the p-value corresponds to 0.04 which is greater than 0.1 means
that there’s an absence of evidence against null hypothesis. In line with this, the size
of correlation is 0.39 that have a low positive correlation which means that the
relationship between transformational leadership Styles of head nurses and Turnover
intention of nurses are not strong.
of correlation is 0.37 that have a low positive correlation which means that the
relationship between attitude, treatment, and communication of head nurses and
Turnover intention of nurses are not strong.

of correlation is 0.17 that have a negligible correlation which means that the
relationship between leadership styles of head nurses and Turnover intention of
nurses are not strong.
CHAPTER V
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter presented the bird’s eye view of what the study is all about, the
summary of the findings, the conclusions and recommendations which were based
from the findings of the study.
Summary
The study determined the Leadership Styles of Head Nurses and its Effect to
Turnover Intention
Specifically, this sought to answer the following questions:
1. What are the leadership styles of head nurses in terms of:
1.1. Transformational,
1.2. Democratic , and

1.3. Autocratic?
2. What are the effects of leadership styles of head nurses to turnover intentions
in terms of:
2.1. Attitude, Treatment to Nurses and
2.2. Leadership Styles?
3. Is there a significant relationship between the leadership styles of head
nurses and its effect to turnover intentions?
Findings of the Study:
1. The Leadership Styles of Head Nurses.
1.1. The weighted mean of each question and the head nurses' autocratic
leadership style are displayed in the table. One question is then
understood as "Agree" while the others are "Disagree" based on the
results. After that, the composite mean's interpretation revealed
"Disagree" as well.
1.2. Based on the calculated weighted mean from the responses gathered,
the Registered Nurses strongly agree that the democratic leadership
style exists in their line of work. further translated as "Strongly Agree"
by having a composite mean of 3.48.
1.3. According to the calculated weighted mean of the responses, the
registered nurses strongly concur that the transformational leadership
style actually exists in their line of work. additionally translated as
"Strongly Agree" by having a composite mean of 3.28.
2. The Effects of Leadership Styles of Head Nurses to Turnover intentions.

2.1. According to the weighted mean calculated from the gathered
responses, the Registered Nurses express a strong agreement that
the Attitude, Communication, and Treatment of the Head Nurses do
not impact the nurses' intentions to leave their jobs. This strong
agreement is represented by a composite mean of 3.28, which is
further interpreted as "Strongly Agree."
2.2. Based on the weighted mean calculated from the collected responses,
the Registered Nurses strongly concur that the Leadership Styles of
the Head Nurses have no impact on the nurses' intentions to leave
their jobs. This strong agreement is indicated by a composite mean of
3.32, which is further interpreted as "Strongly Agree."
3. Based on the result of the study, there is no significant relationship between
the turnover intentions of nurses and the leadership styles of the head nurses.
Therefore, it is concluded that the leadership styles which are the autocratic,
democratic and transformational does not have an impact on the nurses
turnover intention.
Conclusions
From the result of the study, the following conclusions well drawn for further
understanding of the topic:
1. The research study examined the impact of Leadership Styles of Head
Nurses on Nurses' Turnover intentions and found that there is no significant
relationship between them. To gather data, the research team employed the
snowball sampling method and collected information from 30 Registered
Nurses. The researchers utilized a survey questionnaire to obtain responses

from the participants. The study specifically concentrated on the Leadership
Styles of the Head Nurses and emphasized its influence on the turnover
intentions of nurses within hospital settings.
2. The findings of the study revealed that most of the surveyed Registered
Nurses do not perceive the Leadership Styles of head Nurses to have an
influence on their turnover intentions in hospital settings. Most of the
participants disagreed with the notion that different types of Leadership
Styles, including Autocratic, Democratic, and transformational leadership,
have no impact on their intention to leave their job. The study highlights the
importance of considering the various leadership styles exhibited by head
nurses and their potential effects on Nurses' turnover intentions.
3. The study found that the factors such as Autocratic, Democratic, and
Transformational Leadership Styles exhibited by Head Nurses do not have a
significant relationship with the turnover intentions of Nurses in their field.
Recommendations
The Researchers recommend that:
1. Since it pertains to the organization of the entire hospital, the researchers
should include a bigger sample size of respondents and, if practical,
additional hospital occupations. Factors such as workload, job satisfaction,
organizational culture, and work-life balance should be investigated to gain a
comprehensive understanding of the dynamics influencing turnover intentions
among nurses.
2. Regularly monitoring and evaluating the leadership styles of head nurses and
their potential impact on turnover intentions is essential. Organizations should

establish mechanisms to assess and address any emerging issues, ensuring
ongoing improvement in leadership practices and employee retention.
3. Hospitals and healthcare organizations should consider implementing
leadership development programs for head nurses. These programs can
focus on enhancing their leadership skills, promoting effective
communication, and fostering positive work environments. Providing support
and resources for head nurses to develop their leadership abilities can
potentially have a positive impact on reducing turnover intentions among
nurses.
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APPENDICES
A. Graphs
Graph 1. Autocratic vs Leadership Styles of Head Nurses
Graph 2. Democratic vs Leadership Styles of Head Nurses
Graph 3. Transformational vs Leadership Styles of Head Nurses

Graph 4. Attitude, Treatment and Communication vs Leadership Styles of Head Nurses
Graph 5. Turnover Intention vs Leadership Styles of Head Nurses

Graph 6. Autocratic Leadership Styles of Head Nurses vs Turnover Intention of Nurses
Graph 7. Democratic Leadership Styles of Head Nurses vs Turnover Intention of Nurses

Graph 8. Transformational Leadership Style of Head Nurses vs Turnover Intention of Nurses
Graph 9. Attitude, Treatment and Communication vs Turnover Intention of Nurses

Graph 10. Leadership Style of Head Nurses vs Turnover Intention of Nurses

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BALAYAN SENIOR HIGH SCHOOL

Caloocan, Balayan Batangas

Healthcare systems are expected to balance the competing objectives of

circumstances. Transformational leadership is a philosophy that emphasizes

idealistic persuasion, motivation, inspiration, intellectual stimulation, and

individualized care to achieve better results.

Transformational leaders encourage their followers to exceed their original

members to take on more responsibility and tackle complex organizational issues. A

The process of nursing administration requires specific skills, characteristics,

and competencies. Successful leadership styles are essential in directing nursing

practice to provide optimal care, promote evidence-based practices, and maintain

high standards of healthcare across all levels of administration. A manager's qualities

environment and the performance of staff.

Statement of the Problem

1. What are the leadership styles of head nurses in terms of:

1.2. Democratic , and

2.1. Attitude, Treatment to Nurses and,

2.2. Leadership Styles?

3. Is there a significant relationship between the leadership styles of head

nurses and its effect to turnover intentions?

and its effect to turnover intentions.

Significance of the Study

The results of this research have potential applications in the nursing

profession, as managers can utilize them to implement effective leadership styles

improve the overall efficiency of healthcare processes. Policymakers may also

transformational and supportive leadership styles positively impacts patient

Scope and Limitations

philosophies, such as transformational or authentic, which are less frequently used

RELATED LITERATURE AND STUDIES

advancement of boosting healthcare organizational productivity. Healthcare firms

successfully to enhance the healthcare sector. Good leadership is required in the

healthcare industry to improve and enhance system effectiveness (Hargett et al.,

2017). According to Peter G. Northouse (2021), Leadership is a multifaceted process

of recognizing objectives, persuading others to act, and giving support and

encouragement to attain mutually agreed-upon goals. Employees, leaders, and the

effectiveness in accordance with a common corporate vision, purpose, governance,

and empowerment (Zaghini et al., 2020).

AUTOCRATIC, TRANSFORMATIONAL, DEMOCRATIC LEADERSHIP:

There are three major leadership paradigms focusing on people management

characterized transformational leadership as providing followers with a sense of

healthcare system. Moreover, transformational leaders foster growth and convert

evidence into practice in order to attain corporate objectives.

Transformational leadership is thus very common in nursing, inspiring and

motivating for a robust transformation of organizational culture and structure

healthcare leaders, particularly nurse leaders, to mobilize nursing staff to provide

optimum services with improved morale and conviction.

A democratic leadership style incorporates leaders that adopt a participatory

responsibility and freedom to make critical decisions (Roussel, 2011). (Demirhan,

in their abilities and empower their staff to participate in decision-making. According

favorable impact on how successfully Job does his duties.

frequent kind of leadership in family enterprises, owing to the concentration of power

among owner-managers (Sorenson, 2000). The authoritarian leadership style

promotes performance, according to research (Ibrahim et al., 2016; Ernawati, 2020).

There was a substantial correlation between management styles and job

perspectives based involvement of individuals at work (Robertson & Cooper, 2010).

employee engagement at their job in numerous industries. (Alzayed & Murshid,

impact on structural productivity (Jensen et al., 2013). (Naiemaha et al., 2019)

revealed that employee engagement had a negative effect on workers' intention to

Employee well-being is also vital for the long-term sustainability of employee

engagement in businesses (Robertson & Cooper, 2010), which results in long-term

been shown to be important to workplace performance in terms of employees'

Iddagoda, 2020). The Work Demands-Resources hypothesis is used to determine

employees' specific characteristics relating to the employee's behavioral, cognitive,