The impact of transformational leadership on job satisfaction and organisational commitment

Nursing is the cornerstone of healthcare systems, and nurses play a key role in providing patients with high-quality care and maintaining organisational effectiveness (Meredith & Smith, 2018; Gavya & Subashini, 2024). Their job satisfaction and commitment to the organisation strongly impact patient care, workplace productivity, and overall hospital performance (Iqbal et al., 2019; Sahan & Terzioglu, 2022). Transformational leadership is a leadership style that has shown to be effective in the healthcare sector by improving employee engagement, commitment, and satisfaction. It is a leadership style in which leaders collaborate with other team members to reassess a goal and create a strategy to achieve it (Kiwanuka et al., 2021; Gebreheat et al., 2023). Based on research findings from a master thesis (Kurki, 2025), this blog post explores the impact of transformational leadership on nurses' job satisfaction and organisational commitment.

What is transformational leadership?

Transformational leadership is a strategy that involves leaders encouraging their employees to believe they can achieve exceptional success (Bass, 1985). It is a philosophy that encourages managers to help team members anticipate change and challenge traditional thinking (Simić, 1998; Bose & Haque, 2011).  Over the past three decades, there has been a significant increase in interest in the idea and application of transformational leadership (Bass & Avolio, 1994). According to the concept of transformational leadership, the role of leadership is to provide employees with the resources they need to engage in productive organisational accomplishments (Hobfoll et al., 2018; Iqbal et al., 2019).  This leadership style is characterised by four key components:

1. Idealised influence – Leaders set professional and ethical standards and serve as role models (Bass & Avolio, 1993).
2. Inspirational motivation – Leaders articulate a clear and compelling vision that encourages employees to achieve their full capacity (Bass & Riggio, 2006).
3. Individualised consideration – Leaders give their employees personalised attention and support as a mentor (Bass & Riggio, 2006).
4. Intellectual stimulation – Leaders encourage critical thinking and innovation, which leads employees to develop self-efficacy (Liyanage, 2020).

The relationship between transformational leadership and job satisfaction

There is a consensus that job satisfaction is a powerful factor influencing both patient safety and outcomes (Labrague, 2024). Therefore, job satisfaction among nurses should be a major priority in the healthcare sector and their stakeholders, since nurses represent the largest professional group of healthcare providers in healthcare organisations (Specchia et al., 2021). Recent research has indicated that transformational leadership can significantly increase job satisfaction by providing support, encouragement, psychological empowerment, respect and positive feedback. It also encourages open communication (Jankelová & Joniaková, 2021; Labrague, 2024). Moreover, studies have demonstrated that transformational leadership can affect nurse retention rates and lower burnout rates, both of which have a direct positive impact on both job contentment and accomplishment (Iqbal et al., 2019; Ystaas et al., 2023). Furthermore, research has identified the key mediating factors that explain the relationship between transformational leadership and job satisfaction. These factors consist of: Enhanced motivation and engagement, improved communication, empowerment and autonomy, and improved psychological well-being and reduced burnout.

The relationship between transformational leadership and organisational commitment

Organisational commitment is the most studied subject in leadership research (Wasti, 2003; Almutairi, 2016). Organisational commitment refers to the level of loyalty an employee has to their organisation and is usually characterised by three components: 1) acceptance of the organisation's principles, 2) the ability to work hard for the organisation, and 3) the desire to remain an employee (Al-Aameri,2000). Meyer and Allen (1991) have further divided organisational commitment into the following characteristics: 

• Affective commitment which symbolises emotional connection to the organisation.
• Normative commitment which indicates committing to the ability to continue employment within the organisation.
• Continuance commitment which refers to the expenses related to quitting the job.

Transformational leadership, particularly inspirational motivation, individual consideration, and intellectual stimulation have been shown to contribute to enhanced affective and normative organisational commitment, as well as improved continuance commitment among nurses (Gavya & Subashini, 2024). Transformational leadership impacts organisational commitment through the following mechanisms: teamwork and collaboration, shared vision, alignment of values, and positive organisational culture.

Evidence from literature

The articles presented below highlight the positive relationship between transformational leadership style and both job satisfaction and organisational commitment among nurses:

Transformational leadership, empowerment, and job satisfaction: The mediating role of employee empowerment by Choi et al. (2016) show in their analysis that empowerment mediates the relationship between transformational leadership and nursing job satisfaction. Their statistical analysis also highlighted that nurse empowerment is not only indispensable to improving nurse satisfaction but also mediates the relationship between transformational leadership and nurse employee satisfaction. Along with the previous findings, the study showed a significant link between organisational commitment and transformational leadership. 

Effect of transformational leadership on job satisfaction and patient safety outcomes by Boamah et al. (2018) highlight that the four components of transformational leadership styles have a significant impact on employee-leader relationships. Each of these characteristics of transformational leaders could be used as guides to developing structurally supportive workplaces. A transformational leader, for instance, can encourage employee members to participate in decision-making by providing intellectual stimulation, which promotes critical thinking and growth in abilities and knowledge. 

The Impact of Transformational Leadership on Nurses' Organisational Commitment: A Multiple Mediation Model by Iqbal et al. (2019) state that transformational leaders can help employees feel better psychologically by providing support and inspiration, which can have a positive impact on people’s sense of fulfilment and accomplishment. Through their mentoring role, transformational leaders may also help team members reduce their stress levels. 

The Impact of Transformational Leadership on Job   Satisfaction and Organisational Commitment Among Hospital Staff: A Systematic Review by Hussain et al. (2021) confirm that transformational leadership has a significant impact on nurses and their organisational commitment, suggesting that hospitals around the world should adopt this leadership style to enhance organisational commitment, which may lead to an increased patient safety, efficiency, and overall quality of healthcare organisations. 

Communication Skills and Transformational Leadership Style of First-Line Nurse Managers in Relation to Job Satisfaction of Nurses and Moderators of This Relationship by Jankelová and Joniaková (2021) conclude that communication skills and transformational leadership style are important and strongly predictive of nurses' job satisfaction. The most underappreciated but most beneficial qualities for nurses' job satisfaction are listening, feedback and empathy, all of which should be prioritised in developing leaders' communication skills.

Relationship between transformational leadership, adverse patient events, and nurse-assessed quality of care in emergency units: The mediating role of work satisfaction by Labrague (2024) found that transformational leaders foster an environment of value and respect by recognising and promoting each nurse's individual needs and development. Together, these actions help create a positive work environment, which in turn enhances nurses' job satisfaction. High levels of job satisfaction, in turn, are shown to support highly committed and motivated nurses who provide safe, high-quality nursing care.

Implications for nursing practice

The findings presented above show evidence for a relationship between transformational leadership, nurses' job satisfaction, and organisational commitment. Accordingly, these results confirm the importance of the transformational leadership style in enhancing nurses’ satisfaction with and commitment to their jobs. Planning and development efforts to improve the quality of nursing leadership in a healthcare organisation may therefore benefit from these results. To leverage transformational leadership for nursing management, healthcare organisations should focus on the importance of empowerment and autonomy in the relationship between job satisfaction and transformational leadership. Through empowerment techniques, like enabling employees to participate in decision-making, a transformational leadership style has been shown to increase the overall employee job satisfaction as well as employee’s commitment to their organisation.

Criticism

While transformational leadership is recognised for enhancing nurses' job satisfaction and organisational commitment, it is not without its criticisms. Some studies suggest that a significant criticism of transformational leadership is the potential for power abuse in situations where moral responsibility is lacking (Hay, 2006; Chaplin-Cheyne, 2021). Hay (2006) contends that to avoid dictatorship and the oppression of minorities by the majority, transformational leaders must uphold moral responsibility. These leaders do not always adhere strictly to moral principles; instead, they motivate members by appealing to their emotions, regardless of the long-term consequences (Hay, 2006). This approach can lead to members becoming dependent on the leader and prioritising the organisation's needs over their own, potentially causing negative emotional reactions (Hay, 2006; Chaplin-Cheyne, 2021). Stone, Russell, and Patterson (2004) note that transformational leaders can exhibit trust and respect for their members. However, some leaders may become arrogant and thrive on manipulation and power. Additionally, research indicates that transformational leadership might overemphasise inspiration and vision at the expense of day-to-day operations, leading to overlooked operational details or unreasonable employee expectations (Tourish & Pinnington, 2002). This issue can be particularly problematic in high-pressure sectors like healthcare, where adherence to policies and procedures is crucial.

Given these criticisms, it is essential to apply transformational leadership in a balanced manner, ensuring that the inspiration and vision are complemented by high ethical standards, transparent communication, and consideration of both team and individual needs.

Conclusion

To sum up, transformational leadership has a positive connection with levels of job satisfaction among nursing staff, which indicates that transformational leaders can promote communication and develop overall healthcare providers' performance through their actions. This means that transformational leaders can create positive outcomes for the nursing workforce and related organisational outcomes, including job satisfaction and organisational commitment, which has a significant impact on the standard of the quality of healthcare services in healthcare sectors and improving the safety of patients as well as nurses' well-being. Overall, these findings encourage the use of transformational leadership within healthcare organisations to improve nurses' job satisfaction and commitment, and healthcare organisations are encouraged to adopt this leadership style.

Rengin Kurki, Master in Healthcare, Arcada UAS
Christoffer Ericsson, Ph.D., Degree programme director, Arcada UAS
Jonas Danielson, Ph.D., Degree programme director, Arcada UAS
 

References

Al-Aameri, A. S. (2000). Job satisfaction and organizational commitment for nurses. Saudi medical journal, 21(6), 531-535.,  

Almutairi, D. O. (2016). The mediating effects of organizational commitment on the relationship between transformational leadership style and job performance. International Journal of Business and Management, 11(1), 231.

Bass, B. M., & Avolio, B. J. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 112–121.

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology press. 

Boamah, S. A., Laschinger, H. K. S., Wong, C., & Clarke, S. (2018). Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing outlook, 66(2), 180-189.

Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: the mediating role of employee empowerment. Human resources for health, 14, 1-14.

Chaplin-Cheyne, T. (2021). The limitations of transformational leadership. Contemporary Research Topics, 170.

Gavya, V. & Subashini, R. (2024). The role of leadership styles in fostering organizational commitment among nurses. Sage Open, 14(2), 21582440241242531.

Gebreheat, G., Teame, H., & Costa, E. I. (2023). The impact of transformational leadership style on nurses’ job satisfaction: an integrative review. SAGE open nursing, 9, 23779608231197428.

Hay, I. (2006). Transformational leadership: Characteristics and criticisms. E-Journal of Organizational Learning and Leadership, 5(2).

Hobfoll, S. E., Halbesleben, J., Neveu, J. P., & Westman, M. (2018). Conservation of resources in the organizational context: The reality of resources and their consequences. Annual review of organizational psychology and organizational behavior, 5(1), 103-128.

Hussain, M. K., & Khayat, R. A. M. (2021). The impact of transformational leadership on job satisfaction and organisational commitment among hospital staff: a systematic review. Journal of Health Management, 23(4), 614-630.

Iqbal, K., Fatima, T., & Naveed, M. (2019). The impact of transformational leadership on nurses’ organizational commitment: A multiple mediation model. European Journal of Investigation in Health, Psychology and Education, 10(1), 262-275.

Jankelová, N., & Joniaková, Z. (2021). Communication skills and transformational leadership style of first-line nurse managers in relation to job satisfaction of nurses and moderators of this relationship. Healthcare, 9(3), 346.

Kiwanuka F., Nanyonga R. C., Sak Dankosky N., Muwanguzi P. A., Kvist T. (2021). Nursing leadership styles and their impact on intensive care unit quality measures: An integrative review. Journal of Nursing Management, 29(2), 133–142. 

Labrague, L. J. (2024). Relationship between transformational leadership, adverse patient events, and nurse-assessed quality of care in emergency units: The mediating role of work satisfaction. Australasian Emergency Care, 27(1), 49-56.

Liyanage, C. P. (2020). The impact of transformational leadership on employee well-being:   A narrative synthesis. Colombo Business Journal, 11(2), 24-66. 

Kurki, R. (2025). The Impact of Transformational Leadership on Nurses’ Job Satisfaction and Organizational Commitment: A Literature Review. Arcada UAS. https://urn.fi/URN:NBN:fi:amk-202504257679   

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Meyer J. P., & Allen N. J. (1991). A three-component conceptualization of organisational commitment. Human Resource Management Review, 1(1), 61–89.

Sahan F., & Terzioglu F. (2022). Transformational leadership practices of nurse managers: The effects on the organizational commitment and job satisfaction of staff nurses. Leadership in Health Services, 35(4), 494–505.

Simić, I. Ž. (1998). Transformational leadership: The key to successful management of transformational organizational changes. Facta universitatis-series: Economics and Organization, 1(6), 49-55.

Specchia, M. L., Cozzolino, M. R., Carini, E., Di Pilla, A., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International journal of environmental research and public health, 18(4), 1552.

Gregory Stone, A., Russell, R. F., & Patterson, K. (2004). Transformational versus servant leadership: A difference in leader focus. Leadership & organization development journal, 25(4), 349-361.

Tourish, D., & Pinnington, A. (2002). Transformational Leadership, Corporate Cultism and the Spirituality Paradigm: An Unholy Trinity in the Workplace? Human Relations, 55(2), 147-172.

Wasti, S. A. (2003). Organizational commitment, turnover intentions and the influence of cultural values. Journal of Occupational and organizational Psychology, 76(3), 303-321.

Ystaas, L. M. K., Nikitara, M., Ghobrial, S., Latzourakis, E., Polychronis, G., & Constantinou, C. S. (2023). The Impact of Transformational Leadership in the Nursing Work Environment and Patients’ Outcomes: A Systematic Review. Nursing Reports, 13(3), 1271-1290.