International Journal of Africa Nursing Sciences 18 (2023) 100564

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International Journal of Africa Nursing Sciences

journal homepage: www.elsevier.com/locate/ijans

Systematic Review of Head Nurse Leadership Style and Nurse Performance

Mohammed Qtait
PHD Candiate, Nursing debertment, Arab american university, Palestine

A R T I C L E I N F O A B S T R A C T

Keywords: Background: In any group, the leaders are the ones who carry the blood supply. Because leaders inspire and
Nurse performance motivate their teams, those under them may accomplish more with less effort.
Leadership behaviors Aim: The purpose of this study is to describe and assess the leadership of head nurses and their impact on nurse
Head nurses
performance.
Methods: This interdisciplinary systematic study’s search strategy made use of three different internet databases
Scopus, PubMed and google scholar. Quantitative studies of the leadership styles and performance of head nurses
have been conducted and published. All included studies had their data extracted, analyzed, and assessed for
quality.
Finding: From 10,712 initial titles, 12 studies were selected quality evaluations were conducted. After the quality
evaluation, two more quantitative studies were taken out because they didn’t fit with the purpose of the review.
Conclusion and Implications: Any healthcare provider should work to improve patient care. Leaders in the nursing
profession play an important role in ensuring that their teams fully comprehend the needs and values of their
patients. There is evidence that the leadership styles of managers have an impact on nurses’ productivity. Nurses
should be questioned by researchers and healthcare institutions on how leadership styles affect their work.
Leadership improves performance. Democratic and transformational leaders have a positive impact on perfor­
mance. Recognizing and addressing the factors that affect nurses’ ability and motivation to succeed can raise
their performance. Two more quantitative studies were discarded after the quality evaluation because they were
irrelevant to the review’s stated objectives.

1. Introduction
A healthcare system must balance the competing goals of enhancing
public health and minimizing an increase in health costs in an ever-
changing environment (Specchia et al., 2021). People have the
impression that leaders are individuals that instill discipline in their
teams while also providing them with the authority to implement
changes that will assist the business achieve its objectives. The study of
how head nurses affect the productivity of their teams is one of the
nursing research fields that is expanding the fastest. The rest of the squad
can’t do anything without their help. This is so because leaders play a
crucial part in establishing group norms and assisting team members in
confronting and resolving issues that arise within the context of the
team. Due to their significant influence on team members, people have
come up with novel ways for leaders to assist team members.
Effective leadership can only make things better for employees,
which in turn makes them do a better job. In this study, the success of
employees depends on how well they work and how productive they are.
Managers must use specialized leadership methods to deal with different
functional challenges and reach departmental goals in order to boost
performance. The effects of this link between leadership and overall
productivity should be easy to see. This is bound to lead to increased
efficiency, specialization, and solid organizational ties (Armstrong &
Taylor, 2020).
In the current healthcare system, nursing performance is concen­
trated on the quality of treatment, which is typically determined by
patient outcomes and the achievement of organizational goals (Morrison
et al., 1997). Nurses’ ability to go above and beyond their employers’
expectations and reach organizational targets is influenced by their
leaders’ nursing leadership characteristics (Cummings et al., 2008).
It is common for leaders to not know what their workers really want
and need and to not be able to see the differences between the people on
their teams. Problems that were ignored or dealt with too late hurt the
work of team members. Healthcare professionals must take the lead if
they want to improve the quality and integration of care. Studies have
shown that a leader’s style has a big impact on the quality of care they

E-mail address: m.qtait1@student.aaup.edu.

https://doi.org/10.1016/j.ijans.2023.100564
Received 23 September 2022; Received in revised form 10 March 2023; Accepted 20 March 2023
Available online 25 March 2023
2214-1391/© 2023 The Author. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-
nc-nd/4.0/).
M. Qtait
provide. One of the most significant components in gaining success is
having efficient leadership (Khairunnisa & Nadjib, 2019). Work per­
formance is the success of an organization, but it is not just about one
person doing their work well because they enjoy it. Inseparable from
There is a link between the quality of care provided by nurses and the
healthcare facility’s overall aims. (Boamah, 2018).
A leader significantly influences a flower’s performance because he
generates a pleasant environment and genuine support for his followers;
they operate with maximum efficiency and obtain the best job outcomes.
(Berger et al., 2019). Staff retention, productivity, and efficiency are all
important considerations for healthcare institutions; thus, nurse leaders’
abilities should be sharpened by utilizing research-based techniques
(Adams et al., 2019). One of the essential components of an organiza­
tion’s success is the manager’s leadership. The best leaders encourage
their people to do a better job and inspire them to go above and beyond
the call of duty (NawoseIng’ollan, 2017).
One of the numerous contemporary nursing leadership theories is the
idea of emotionally intelligent leadership (Al-Motlaq, 2018). According
to (den Breejen-de Hooge et al., 2021), research on nursing leadership
primarily focuses on how the behaviors of nursing leaders influence the
level of job satisfaction experienced by nurses. To help the organizations
achieve their goals, nurse leaders must be able to convince nursing staff
to adopt positive attitudes and actions.
Most studies on nursing leadership focus on how nursing leaders’
behaviour affects nurses. Positive patient outcomes are an example of an
organizational objective that nurse leaders must be able to influence and
promote within their nursing workforce to attain. This paper could give
healthcare organizations, especially nurse managers and nurse leaders,
evidence-based information about what leadership skills head nurses
need to meet organizational goals of excellence in patient care and what
leadership qualities are needed to make this happen.
To understand the role of leadership in job performance, a systematic
review was made to collect information about the head nurse’s leader­
ship and nurse performance from the nurse’s point of view. Based on
what we’ve read, it’s clear that not much research is done on what
nurses do well, such as whether or not their leadership style affects how
well they do their jobs. The purpose of this study was to provide an
explanation of the findings from a systematic review of studies investi­
gating the relationship between the leadership styles of head nurses and
the performance of their subordinate nurses, as well as to make rec­
ommendations for future studies on this topic. Furthermore, the subject
under investigation is whether there is a correlation between a partic­
ular type of leadership on the part of the head nurse and increased
productivity on the part of the nurses under her supervision.
2. Method
This systematic review of quantitative studies was designed and
carried out according to the Cochrane Collaboration protocols (Higgins
& Green, 2011) and the PRISMA statement (Moher et al., 2009) to
summarize the current research on the relationship between the styles of
leadership used by head nurses and how well their nurses do their jobs.
2.1. Ethical consideration
Institutional Review Board Statement: Not applicable.
Informed Consent Statement: Not applicable.
Inclusion criteria: according to the Table S1 inclusion and exclusion
criteria.
2.2. Data sources and search strategy
Some of the electronic databases that were searched were PUBMED,
Google Schooler, and Scopus. nurse performance; motivational nursing,
nurse performance, and nurse motivation; work performance, Employee
Performance, and leadership behaviors; and head nurse’s supervisory
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International Journal of Africa Nursing Sciences 18 (2023) 100564
nursing, charge nurses, and first line managers. The titles and abstracts
of the relevant articles were skimmed carefully; (8 0 8) results from all
databases (SCOUPS = 115, PubMed = 122, Google schooler = 571) were
obtained. According to PRISMA in Fig. 1.
2.3. Screening
Using the four criteria for inclusion, the author looked at the titles
and abstracts and chose papers and titles that talked about the leader­
ship and performance of head nurses. For inter-rater reliability, a sample
of abstracts and titles were evaluated using these criteria, and dis­
agreements between reviewers were settled by coming to a consensus on
titles and abstracts that were relevant to how head nurses lead and how
nurses do their jobs. Using the criteria for inclusion, the author got rid of
most of the papers, leaving only 12 for quality evaluation and data
extraction.
2.4. Data synthesis
In a Table S3 and Table S4 In an annex, we used a spreadsheet to list
each article’s author(s), country of origin, year of publication, research
design, sample, methodology, findings, and limitations.
2.5. Quality appraisal
Using the Quality Assessment Tool for Observational Cohort and
Cross-Sectional Studies, the study’s quality was evaluated. Statistical
articles were evaluated using Cummings (Estabrooks et al., 2001).
Adapted from (Estabrooks et al., 2001) and the Effective Public Health
Practice Quality Assessment Instrument (McMaster University School of
Nursing 2003). Cummings and Estabrooks’ instrument evaluates four
aspects of each study: research design, sampling, measurement, and
statistical analysis; it has been utilized in multiple investigations (Wong
& Cummings, 2007; Cummings et al., 2008; Lee & Cummings, 2008), as
in Fig. 1. In total, there are fourteen elements on this scale that can be
answered “yes,” “no,” or “other (cannot determine, inapplicable, or not
recorded)” for each. The method evaluates the internal validity of a
study by taking into account the possibility of bias. In the end, the
reviewer rates each study as “good,” “fair,” or “poor,” depending on how
well the research was done. The risk of bias is used to judge whether a
study is good, fair, or poor. “Good” means the least risk of bias, “fair”
means the most risk, and “poor” means the most risk. Due to the need for
clear instructions on how to evaluate the studies in the tool, the number
of items in each tertile of the quality scale was used to rate the studies.
The final grade was based on the number of people who said “yes.”
According to Table S2, the lowest tertile got a “poor,” the middle tertile
got a “fair,” and the highest tertile got a “good”.
2.6. Quality review
Each published paper’s methodological quality was rated. (Cum­
mings and Estabrooks, 2003) Furthermore, Quality Assessment and
Validation Tool for Correlational Studies (Estabrooks et al., 2001) were
used to analyze quantitative studies Table S2. (McMaster University
School of Nursing, 2003). Two qualitative studies were critically
reviewed utilizing the CASPT (National CASP collaboration for quali­
tative methodologies, 2002). Several studies have used Cummings and
Estabrooks’ technique to analyze research design, sampling, statistical
analysis, and measurement (Wong and Cummings, 2007). 14 points can
be given for each of the 13 criteria. Twelve ways to measure the outcome
were given a score of 0 (not met) or 1. (met). Each study was given a
score of strong (10–14), moderate (5–9), or weak (0–4). Evaluated were
confounding factors, blinding, data collection, withdrawals, data anal­
ysis, and the integrity of the intervention. Each area is either strong,
fairly strong, or weak. The Critical Appraisal Skills Program asks ten
questions to evaluate qualitative research. Screening questions, study
M. Qtait
Fig. 1. PRISMA
design, sampling, data collection, reflexivity, ethical considerations,
data analysis, conclusions, and the value of the research.
2.7. Data extraction
Information about the author, publication year, research goal, sam­
ple, independent variables, measurements, and reliability of the
dependent variables were gathered through quantitative studies. Lead­
ership Strategies of Head Nurses and Their Impact on Staff Outcomes.
Each article was read once to provide a summary of its content. They
were then read multiple times to understand their content better. Both
researchers separately codified descriptions of all recognized examples
of head nurse leadership and nurse performance. These codes were
evaluated, validated, and combined to obtain all the required data ex­
pressions. They compared the codes based on their similarities and
differences. Similar expressions were grouped under the same topic, and
the themes were called based on their corresponding content.
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International Journal of Africa Nursing Sciences 18 (2023) 100564
3. Results
808 titles and abstracts were examined (Fig. 1). There was also a
review of abstracts written in English for articles written in other lan­
guages, although these did not quite make the cut. Three hundred
eighty-one papers were assessed for inclusion criteria, and 45 were
excluded. Eleven publications were evaluated for quality, and three
were selected for further study. Following the quality assessment, two
more quantitative studies were removed, as their topic did not clearly
connect to this review’s purpose.
3.1. Summary of quality review
The 12 quantitative studies included in this analysis were deemed to
be of moderate or better quality (scores greater than 5). Eight of these
studies were sampled from various places, which increased sample di­
versity, and the majority of them were theoretically or conceptually
grounded. Sample size was justified by power estimates (0.8) or other
M. Qtait
rules of thumb, such as a minimum sample size of 10 for each inde­
pendent variable. Instrumental validity was reported by only one study,
but reliability was reported by twelve. There were 11 of the 12 studies in
which alpha values greater than 70 were reached for characteristics
linked with nurse performance, and one study (Hartono et al., 2020) was
less than 70, Table S2.
3.2. Characteristics of studies included
The studies that were included in the meta-analysis are summarized
and categorized by broad categories in Table S1. Of the 12 studies
published between 2017 and 2022, four were conducted in Egypt (Abd-
Elrhaman and Abd-Allah, 2018; Ibrahim et al., 2016; Abdallah et al.,
2021; Ariani, 2021); two in Indonesia (Demirhan, 2020; Ariani, et al.,
2022) Turkey (Demirhan, 2020), Saudi Arabia (Alharbi et al., 2021;
Alsadaan et al., 2018), Jordan, Italy (Niinihuhta and Häggman-Laitila,
2022) and Iran (Rashidi et al., 2020). The studies reflected nurse man­
ager or head nurse leadership style and nurse performance. De­
mographic variables of nurses were mentioned in 12. Most studies aim to
find the relationship between leadership style and nurses’ performance.
Demographics of nurses were reported in all the studies. All respondents
were baccalaureate, and most female’s age pf responders above 28 years
of age with above seven years of nursing experience.
3.3. Theoretical framework
Among the 12 research, 10 were based on some sort of theoretical
model or guideline. This is crucial as it provides a theoretical basis for
testing hypotheses and conducting experiments to determine the nature
of causal links between concepts and variables (LoBiondo-Wood &
Haber 1998). Three studies from 12 were used to measure leadership
“Multifactor Leadership Questionnaire” (Abd-Elrhaman and Abd-Allah,
2018; Alsadaan, 2018; Rashidi et al., 2020). Furthermore, two studies
used (Burns, 2016) study (Abdallah et al., 2021), two studies used
(Covey,2005) leadership; one used the Leadership Behaviors Scale: The
scale developed by (Ekvall & Arvonen, 1991), one used leadership styles
that were developed by (Clark,1998) and adopted from (Elsayed, 2005),
one use Leadership scale (Northouse,1999).
3.4. Leadership style
When it comes to family business leadership styles, Dyer (1986)
established seven significant categories: autocratic, transformational
management style expert, participatory management style expert,
laissez-faire, referent, and transactional. When it comes to leadership
styles, transformational leadership is one of the most well-known and is
also common in family businesses (Arnold, 2017).
3.5. Transformational leadership
Transformational leadership is described (Burns, 1978) as a tech­
nique that transforms individuals and societal systems. It transforms
followers into leaders in its ideal condition by encouraging them to make
significant and reasonable changes in their own lives. When applied,
transformational leadership increases the drive, self-esteem, and pro­
ductivity of people led by it. Transformational leadership has been
linked to improved patient care and fewer adverse events (Wong et al.,
2013) and may impact nurses’ willingness to stay in the profession
(Wang et al., 2019). Furthermore, a higher proportion of work perfor­
mance is linked to nurses’ ability to exercise transformational leader­
ship. Transformative leadership approaches used by clinical nurse
managers as self- and observer-assessed varied greatly, according to
(Alharbi et al., 2021). According to (Alsadaan, 2018), in trans­
formational leadership elements, nurses thought that nurse managers
with more excellent transformational leadership characteristics would
result in increased work satisfaction, effectiveness, and additional effort
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International Journal of Africa Nursing Sciences 18 (2023) 100564
from the nurses. To put it another way, when it comes to the nurses’
perspective, transformational leadership produces better results for the
organization. Transformative leadership has a good correlation with
employee performance, according to (Ibrahim et al., 2016).
A study (Abd-Elrhaman and Abd-Allah, 2018; Niinihuhta and
Häggman-Laitila, 2022) found that head nurses’ knowledge and abilities
about transformational leadership increased dramatically immediately
following the program and for three months following the program,
compared to pre-program scores (Quasi-experimental). Staff nurses’
scores on work performance aspects improved significantly throughout
the study, immediately following the program’s conclusion and three
months later. Recommendations: Head nurses should get ongoing
training and education so they can stay up to date on the transformative
leadership style and what it means. According to (Alloubani et al.,
2017), (Rashidi et al., 2020, Alharbi et al., 2021, Alsadaan, 2018), and
(Ibrahim et al., 2016), nurse managers were more likely to use trans­
formational and transactional leadership styles than laissez-faire. (Har­
tono et al., 2020;), (Ariani. et al., 2022).
3.6. Autocratic leadership
Autocratic leadership was the most common type of leadership in
family firms at the time of (Dyer’s, 1986) research, primarily because of
the concentration of power among owner-managers (Sorenson, 2000).
According to the study of (Ibrahim et al., 2016; Ernawati, 2020), the
autocratic leadership style improves performance. In a study conducted
by (Peter and Slatkin, 2013), which focused on the link between man­
agement styles and the performance of chosen Nigerian employees, it
was found that there was a significant association between management
styles and job performance. Due to the nature of the job in the business,
this study also revealed that employees were significantly more recep­
tive to autocratic leadership than to other types. According to (Alisha,
2020), Autocratic leadership in nursing will successfully make swift
judgments when necessary. This could benefit the group in times of crisis
or when implementing “zero occurrence” policies (e.g., driving for zero
pressure ulcers).
3.7. Democratic leadership
A democratic leadership style involves leaders who use a participa­
tory approach to decision-making, allowing all group members to have a
voice in the process (Iqbal et al.,2015). The leader’s proclivity to provide
feedback on performance is a source of employee growth. The re­
sponsibility and flexibility to make crucial decisions provided to workers
increase their morale and motivation (Roussel, 2011). (Demirhan, 2020)
conducted a survey in which the nurses said their top managers had the
most democratic leadership style. Nurses who lead democratically have
faith in their leadership and encourage them to participate in decision-
making. According to the study of (Ariani, 2021), the leadership style of
Democratic leaders has a big and positive effect on how well Job does his
job. Democratic leadership demonstrates an attitude of working as a
team based on the respect and trust of individual members to complete
the task. When the ward was running smoothly and employees were
getting on with their work of caring for patients, managers said they
adopted a democratic leadership style. So, the nurses had a better time at
work and felt more confident about taking on new responsibilities.
3.8. Measurement of performance for nurses
Seven tools were utilised in the 12 quantitative research to evaluate
nurse performance. Alloubani et al., 2019) used the For their work-
related diagnostic survey, they (and others) used the Job Self-Efficacy
Questionnaire (Rashidi et al., 2020). In two studies (Ibrahim et al.,
2016), a performance evaluation devised by Cobb (2008) was used
(Abd-Elrhaman and Abd-Allah, 2018).’ The Motivation Scale of Nurses
Staff was created (Engin and Cam, 2016) and is used (Demirhan, 2020).
M. Qtait
Maslow’s hierarchy of requirements was adopted (Hartono et al., 2020)
and used (Ariani, 2021). (Binyo et al. 2009); derived from (Liang et al.,
2001; Saleh, 2021; Abdallah, 2019) and used the (Belkacem, 2017) scale
in their studies (Ernawati, 2020).
3.9. Leadership and performance
There was a good association between the quality of nursing care and
the transformational leadership style, according to (Alloubani et al.,
2019). Furthermore, according to (Ernawati, 2020), the leadership po­
sition and assertiveness of head nurses had a substantial impact on the
accomplishment performance of staff nurses. However, Trans­
formational and interchangeable leadership styles have more excellent
mean self-efficacy scores than the non-intervention approach. A blend of
transactional and transformative leadership styles is therefore recom­
mended for supervisors, depending on which type of leadership is used.
(Rashidi et al., 2020). According to (Ibrahim et al., 2016) statistically
significant link was established between leadership styles and nurses’
performance. For staff nurses immediately following and three months
after (Abd-Elrhaman and Abd-Allah, 2018) found a statistically signifi­
cant improvement in job performance indicators compared to their
preprogram ratings. According to this study’s findings (Demirhan,
2020), nurse managers exhibit strong leadership qualities and excel in
their roles. A favourable rising in managers’ leadership behaviours
boosts the work performance of the nurses. Nursing performance might
be improved under the direction of the inpatient room’s chief executive
officer. There is no doubt that (Hartono et al., 2020) is an expert in his
field. (Ariani, 2021). According to the findings, nursing performance
was substantially connected with her leadership style. Table S2 author
and purpose of the study.
4. Discussion
This systematic review of studies revealed that the leadership styles
of head nurses greatly affected the performance of nurses. The results
were consistent even though the experiments were conducted in six
different nations.
The review papers employ-six measures designed to measure lead­
ership. High validity (Avolio and Bass, 2004) indicated that the Multi­
factor Leadership Questionnaire reliably measured each leading factor
across the nine data sets. According to their research (Avolio and Bass,
2004), the MLQ tool displayed great internal consistency. The most
frequently investigated leadership styles were relationally focused: and
transformational, connected with nurses’ performance. It is important to
remember that there are three levels in the organization; the leader, the
follower, and the relationship to offer performance. In addition, the
independent variables are leadership style (autocratic, transformational,
transactional, and Laissez-faire), and the dependent variables are
nursing performance. Transformational leadership and its impact on
nurses’ performance is the study (Alsadaan, 2018; Alharbi et al.,2021;
Ibrahim et al., 2016; Ariani, 2021) that accepts another study (McNaron,
2009; Wang et al., 2021). In research conducted in a multicultural
setting by (Suliman, 2009; Zampieron et al., 2013; Alyami et al., 2017),
the nurse managers assessed their leadership styles as more trans­
formational than their staff did (nurses). Several more research (García-
Morales et al., 2008; Salanova et al., 2011) have found beneficial effects.
The authoritative leadership style has a weakly negative link with
nursing performance. The traditional approach influences communica­
tion between the leader and the followers, which can negatively affect
organizational outcomes (Hackman & Johnson, 2013). According to
studies by (Ibrahim et al., 2016; Ernawati, 2020), the autocratic lead­
ership style improves performance. In a study conducted by (Peter and
Slatkin, 2013), which focused on the link between management styles
and the performance of chosen Nigerian employees, it was found that
there was a significant association between management styles and job
performance.
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International Journal of Africa Nursing Sciences 18 (2023) 100564
Nursing Performance is characterized by a competent level of
nursing conduct in the professional position, comprising actions linked
to the quality of care, performance assessment, education, collegiality,
cooperation, research, and resource use (American Nurses Association,
2001). As highlighted by (Patrick et al., 1994), various procedures have
been investigated, with nursing performance ratings evaluated by
different raters utilizing a questionnaire. In addition, the tools employed
are genuine and reliable.
When a head nurse demonstrates concern, care, and respect for
colleagues, it raises their interest in their work and enables them to
achieve higher performance levels (Wang et al., 2010). The research
showed that competent leadership is the most crucial aspect for the
success of a nursing organization, except with a study (Marquis and
Huston, 2009), the outcomes for patients and the overall performance of
the organization might be affected by the leadership style of a nurse
manager. In the health sector, nurses play a critical role. Leaders’
management influences nurses’ performance and patients’ pleasure.
Nurses’ performance is affected by how leaders manage them. One of the
measures of nursing care quality is patient satisfaction (Alloubani, el,
2017). According to the research, strong leadership is one of the most
critical criteria for leading a business to success. Recognizing the effects
of effective leadership on nursing performance and the success of the
organization is currently the most significant challenge for contempo­
rary organizations (Alloubani et al., 2014).
Many styles are used for head nurse transformational leadership
style, as (Alloubani et al., 2019) agreed with the study (Ismail et al.,
2009) that people who use transformational leadership style show high
performance.
4.1. Implications for nursing management
There are a variety of implications for hospital administrators, nurse
managers, teaching and research based on the findings of the current
study. Nursing and patient satisfaction are crucial considerations for
administrators when deciding on any leadership style, which should be
consistent with the institution’s values and goals.
Nurse managers should also be educated on the various leadership
styles and how to use the style that best suits the institution’s goals.
Clinical leadership practice and various leadership styles should be
included in the nursing curriculum to improve students’ educational
opportunities. Nursing should learn about several leadership styles in
the clinical setting, and they should be aware of the advantages and cons
of each and the predicted influence on patient and nurse satisfaction. In
terms of research, more studies are needed to examine the influence of
culture on nurse managers’ adoption of specific leadership styles.
Managers in nursing should frequently solicit feedback on their
leadership performance and make any necessary adjustments. In order
to generate a shared vision for the implementation of optimal leader­
ship, hospital administrations should provide additional support to
nursing managers through training in effective leadership, encultura­
tion, and team building.
The findings indicate that the different leadership styles mentioned
in the study (authoritative, laissez-faire, transactional, and trans­
formational) have significant positive correlations with one another,
except the authoritative leadership style, which has a negligible nega­
tive relationship with employee performance. Transformational lead­
ership is the most effective leadership style, followed by transactional
and laissez-faire. The transformational leadership style is the most
effective, followed by the transactional and laissez-faire leadership
styles. Except for inspirational motivation, which had a weak but posi­
tive relationship with employee performance, transformational leader­
ship scores were shown to have a solid and positive relationship with
both measures of employee performance.
M. Qtait
4.2. Conclusion
In the end, a healthcare company’s top priority should be to improve
the care they give to their patients. In order to help their team better
grasp the needs and values of their patients, nursing leaders play a
critical role. Numerous studies have found a link between nurse super­
visors’ management style and the caliber of their staff members’ work.
Nurse researchers and healthcare organizations are responsible for
studying if nurses see leadership style as impacting their capacity to
work effectively. Democratic leaders have a second effect on perfor­
mance, while transformational leaders have the first.
4.3. Recommendation
Existing quantitative research on nurse performance might benefit
from a qualitative study that gives a complete picture of how nurses
perform. Studies that look at how nurses see their role in performance
could be interesting and helpful.
Transformational leadership training is the best for supervisors
because it is more effective than other types. Courses in transformational
leadership and evaluating performance should be taken by head nurses.
Head nurses need programs that teach them how to be leaders. Head
nurses should get feedback on their leadership style and check in
regularly on how the nurses are doing.
4.4. Limitation
A search was conducted with the assistance of an information pro­
fessional who utilized database directories to ensure a thorough search.
The research terms and selection method have been outlined above to
ensure reproducibility. Multiple electronic databases were searched to
eliminate the likelihood of selection bias, and the results were com­
plemented by a review of the reference lists of the publications included
in the final sample. Relevant research published in a language other than
English was eliminated due to the language selection criterion. In the
review, grey literature was not considered.
Declaration of Competing Interest
The authors declare that they have no known competing financial
interests or personal relationships that could have appeared to influence
the work reported in this paper.
Acknowledgements
I am grateful to all of those with whom I have had the pleasure to
work during this and other related projects. I would especially like to
thank Dr. LIALIA.
Appendix A. Supplementary data
Supplementary data to this article can be found online at https://doi.
org/10.1016/j.ijans.2023.100564.
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Mohammed Qtait currently works at the Hebron government hospital as head nurse for
burn unite, and researcher Mohammed does research in nursing management , Medical
Science Nursing, and Nursing Science. Lecturer in University, and burn He has worked as a
nurse in the ER. 2007 In 2017. know is PHDc in nursing science in Arab American
university.