ArticleSAGE open nursing
The Roles of Transformational Leadership in Nurses' Retention and the Quality of Nursing Care: A Cross-Sectional Study.
Article in SAGE open nursing. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 2 papers.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
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Who cites it
2 citing papers in PubMed.
- The internal structure of transformational leadership as perceived by clinical nurses: a network analysis.Frontiers in psychology · 2026Article
- Motivations to Enter and Remain in Community Nursing: Implications for Workforce Sustainability.Journal of nursing management · 2026Article
Corrections and comments
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Authors and funding
3 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Introduction: Nurses are central to healthcare delivery, and their retention is a key factor associated with the quality of nursing care (QONC). Leadership style is considered one of the organizational factors related to nurses' work outcomes. Objectives: This study aimed to examine the associations between perceived nurse leaders' transformational leadership style, nurses' retention, and perceived QONC, as well as their relationships with selected demographic and professional characteristics among registered nurses working in selected hospitals in Jordan. Methods: A cross-sectional design was used in accordance with the Strengthening the Reporting of Observational Studies in Epidemiology (2014) guidelines. Data were collected using the Global Transformational Leadership Scale, the Revised Casey-Fink Nurse Retention Survey, and the QONC questionnaire. Results: Nurses reported moderate perceived levels of transformational leadership (Mean = 3.26 ± 0.054). The perceived level of nurse retention was satisfactory (Mean = 2.90 ± 0.026), while the perceived QONV ranged from moderate (Mean = 2.10 ± 0.044) to high (Mean = 1.48 ± 0.035). A strong, positive, and statistically significant association was found between perceived transformational leadership and nurses' retention (r = 0.527, p < 0.01). Nurses with 16 years or more of experience in their current department reported significantly higher perceptions of transformational leadership than those with fewer years of experience (F = 2.46, df = 4, p = 0.045). Conclusion: The findings demonstrate significant associations between perceived transformational leadership, nurse retention, and perceived QONC. These results suggest that transformational leadership is an important organizational factor related to nurses' work perceptions and outcomes. Healthcare administrators and policymakers may consider emphasizing transformational leadership principles within leadership development and professional training programs and fostering supportive work environments aligned with these principles.
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