A systematic review of the relationships between nurse leaders' leadership styles and nurses' work‐related well‐being

AIM: This systematic review aimed to summarize current research knowledge about the relationships between nurse leaders' leadership styles and nurses' work‐related well‐being. BACKGROUND: Due to the global shortage of nurses, it is essential for nurse leaders to maximize staff retention and work‐related well‐being. METHODS: Following Cochrane Collaboration procedures, the PRISMA statement and PRISMA checklist, relevant quantitative studies published between 1 January 2012 and 31 December 2020 were retrieved from the CINAHL, Scopus, PubMed and Medic databases and then systematically reviewed. Seventeen cross‐sectional and follow‐up studies with surveys were retained for inclusion and evaluated with the Critical Appraisal of a Survey instrument. The data were summarized narratively. RESULTS: Three core themes of leadership styles: destructive, supportive and relationally focused, were identified, with statistically significant direct and indirect connections between nurses' work‐related well‐being. Well‐being was mainly assessed in terms of burnout. Effects of leadership styles on work‐related well‐being were reportedly mediated by trust in leader, trust in organization, empowerment, work‐life conflict, relational social capital, emotional exhaustion, affectivity, job satisfaction and motivation. CONCLUSION: Nurse leaders' leadership styles affect nurses' work‐related well‐being. In developing intervention studies and providing training on work‐related well‐being, the impact of the indirect effects and the mediating factors of the leadership styles should be acknowledged.