ABSTRACT
Introduction: The concept of leadership of an organization seems to be related to the efficiency of this organization, as well as to the satisfaction that employees enjoy from the conditions and nature of their work. The style of transformational leadership has been characterized as the most appropriate, in order to achieve the development of human resources that staff the health structures and to perform their work more effectively.
Aim: Aim of this study was to expand the leadership style of nursing staff and its possible correlation with job satisfaction.
Methodology: This was a cross-sectional study. The data collection was done using The Multifactor Leadership Questionnaire – MLQ leadership questionnaire and the Job Satisfaction Survey questionnaire.
Results: The results showed that in this hospital there is mainly a leadership of transactional / processing style (3.04±0.57) with very few elements of transformational leadership (2.35±0.76), which seems to satisfy in general the nursing staff (2.71±1.08). This leadership seems to be positively associated with the supervisor / boss (r=0.20, p=0.017), with colleagues (r = 0.219, p=0.009) and with the nature of work (r=0.289, p=0.001), while on the contrary it seems to be negatively correlated with communication (r=-0,180, p=0,032). Furthermore, it appears that the nursing staff is mediocre or quite satisfied with the possible rewards (4.01±1.03), with the operating conditions (4.13±0.89), with the colleagues (4.14±0, 82), by the nature of the work (4.12±0.83).
Conclusions: In conclusion, in this hospital it seems that a leadership is exercised that is more specific to the type of transactional leadership and is evaluated as a whole as satisfactory, while the way in which the leader performs his role and exercises this leadership is considered quite satisfactory.
Keywords: leadership, job satisfaction, nursing staff, hospital
