Effects of Leadership on Pediatric RNs' Job Satisfaction
Effects of Leadership on Pediatric RNs' Job Satisfaction
Job satisfaction levels among registered nurses (RNs) influence RN recruitment, retention, turnover, and patient outcomes. Researchers examining the relationship between characteristics of nursing leadership and RN job satisfaction have treated RNs as a monolithic group with little research on the satisfaction of hospital-based pediatric RNs. This study assessed the relationship of transformational and transactional nursing leadership characteristics and RN job satisfaction reported by pediatric RNs. This single site study included 935 hospital-based pediatric RNs who completed validated survey items regarding nursing leadership and job satisfaction. A structural equation model (SEM) was applied to assess how autonomy (transformational leadership) and distributive justice (transactional leadership) influence RN job satisfaction, and how RN socio-demographic characteristics influence job satisfaction via autonomy and distributive justice. Findings revealed that both autonomy and distributive justice had significant positive effects on RN job satisfaction but the largest source of influence was autonomy.
Determining the level of registered nurse (RN) job satisfaction is a long-standing concern in health care because job satisfaction among RNs employed in hospital settings is lower than all workers in the United States (Aiken, Clarke, Sloane, Sochalski, & Silber, 2002; Kotzer, Koepping, & LeDuc, 2006). Job dissatisfaction has been shown to influence RN recruitment, retention, and turnover (Ruggiero, 2005). Multiple researchers have identified that RN job satisfaction remains low despite nursing efforts to improve it (Aiken et al., 2002; Allen & Vitale-Nolen, 2005; Ernst Franco, Messmer, & Gonzalez, 2004; Kavanaugh, Duffy, & Lilly, 2006; Pediatric Data Quality Systems [Pedi-QS], 2007; Press Ganey Associates, 2008; Scott, Engelke, & Swanson, 2008; Wieck, Dols, & Northam, 2009).
Literature regarding RN job satisfaction has not extensively examined specialty RN or specialty health care organizations, perhaps reflecting an assumption that professional RNs across clinical specialties have similar levels of satisfaction and predictors of satisfaction (Archibald, 2006; Cox, Teasley, Lacey, Carroll, & Sexton, 2007; Ernst et al., 2004; Heitkamp, 2009 Lacey, Teasley, & Cox, 2009; U.S. Bureau of Labor Statistics Office of Occupational Statistics and Employment Projections, 2009). Specifically, little research has focused on the satisfaction of pediatric RNs as a subspecialty (Bratt, Broome, Kelber, & Lostocco, 2000; Cox et al., 2007; Ernst et al., 2004; Lacey et al., 2009). Research regarding pediatric RNs reveals when leaders were perceived as providing minimal support, RNs' work performance declined, and job dissatisfaction worsened (Cox et al., 2007; Lacey et al., 2009). From those findings, we theorize that by improving pediatric RNs' perceptions of leader support, their job performance and satisfaction might improve. The purpose of this study was to describe the relationship between pediatric RN-reported ratings of RN leadership characteristics (transformational and transactional leadership) and RN job satisfaction.
Abstract and Introduction
Abstract
Job satisfaction levels among registered nurses (RNs) influence RN recruitment, retention, turnover, and patient outcomes. Researchers examining the relationship between characteristics of nursing leadership and RN job satisfaction have treated RNs as a monolithic group with little research on the satisfaction of hospital-based pediatric RNs. This study assessed the relationship of transformational and transactional nursing leadership characteristics and RN job satisfaction reported by pediatric RNs. This single site study included 935 hospital-based pediatric RNs who completed validated survey items regarding nursing leadership and job satisfaction. A structural equation model (SEM) was applied to assess how autonomy (transformational leadership) and distributive justice (transactional leadership) influence RN job satisfaction, and how RN socio-demographic characteristics influence job satisfaction via autonomy and distributive justice. Findings revealed that both autonomy and distributive justice had significant positive effects on RN job satisfaction but the largest source of influence was autonomy.
Introduction
Determining the level of registered nurse (RN) job satisfaction is a long-standing concern in health care because job satisfaction among RNs employed in hospital settings is lower than all workers in the United States (Aiken, Clarke, Sloane, Sochalski, & Silber, 2002; Kotzer, Koepping, & LeDuc, 2006). Job dissatisfaction has been shown to influence RN recruitment, retention, and turnover (Ruggiero, 2005). Multiple researchers have identified that RN job satisfaction remains low despite nursing efforts to improve it (Aiken et al., 2002; Allen & Vitale-Nolen, 2005; Ernst Franco, Messmer, & Gonzalez, 2004; Kavanaugh, Duffy, & Lilly, 2006; Pediatric Data Quality Systems [Pedi-QS], 2007; Press Ganey Associates, 2008; Scott, Engelke, & Swanson, 2008; Wieck, Dols, & Northam, 2009).
Literature regarding RN job satisfaction has not extensively examined specialty RN or specialty health care organizations, perhaps reflecting an assumption that professional RNs across clinical specialties have similar levels of satisfaction and predictors of satisfaction (Archibald, 2006; Cox, Teasley, Lacey, Carroll, & Sexton, 2007; Ernst et al., 2004; Heitkamp, 2009 Lacey, Teasley, & Cox, 2009; U.S. Bureau of Labor Statistics Office of Occupational Statistics and Employment Projections, 2009). Specifically, little research has focused on the satisfaction of pediatric RNs as a subspecialty (Bratt, Broome, Kelber, & Lostocco, 2000; Cox et al., 2007; Ernst et al., 2004; Lacey et al., 2009). Research regarding pediatric RNs reveals when leaders were perceived as providing minimal support, RNs' work performance declined, and job dissatisfaction worsened (Cox et al., 2007; Lacey et al., 2009). From those findings, we theorize that by improving pediatric RNs' perceptions of leader support, their job performance and satisfaction might improve. The purpose of this study was to describe the relationship between pediatric RN-reported ratings of RN leadership characteristics (transformational and transactional leadership) and RN job satisfaction.