Influence of Leadership Practices on Job Satisfaction among Nurses at Cape Coast Teaching Hospital

Abstract

This study examined the role of nurse managers/unit heads leadership styles on nursing staff job satisfaction. Using the Kouzes and Posner Transformational Leadership Practices and Paul Spector Job Satisfaction Survey as an organizing framework. A cross-sectional quantitative design was used to conduct the research among subordinate nurses at Cape Coast Teaching Hospital in the Central Region for the study. A total of 144 participants were involved in the study and the SPSS version 25 was used to analyze the data. Mean, standard deviation and linear regression was performed to determine the relationship between leadership practices and job satisfaction. The study found that leadership practiced by the unit heads is favourable such that leaders foresee the future by conspiring up exciting and dignifying possibilities. It was also found that subordinate nurses at CCTH are to some extent satisfied with their job in the form of promotion in their workplace, recognition they receive for work done well, and interest supervisors show in them. Lastly, the study found that though there is a statistically positive relationship between leadership practices and job satisfaction of subordinate nurses, little variation in the job satisfaction is explained by leadership practices. The study concludes that among others, shared vision, collaboration, trust building and clarifying values to subordinates help satisfy subordinate on the job. However, depending on the magnitude of these indicators, the level of satisfaction derived. It was recommended that management should provide the benefits they deserve and be paid an amount which is equivalent to the work they do so as to boost their level of satisfaction and performance in turn.