Leadership Styles of Nursing Home Administrators and Their Association With Staff Turnover

Department of Sociology and Anthropology, Kean University, Union, NJ 07083-0411, USA.
The Gerontologist (Impact Factor: 3.21). 05/2009; 49(2):166-74. DOI: 10.1093/geront/gnp021
Source: PubMed


The purpose of this study was to examine the associations between nursing home administrator (NHA) leadership style and staff turnover.
We analyzed primary data from a survey of 2,900 NHAs conducted in 2005. The Online Survey Certification and Reporting database and the Area Resource File were utilized to extract organizational and local economic characteristics of the facilities. A general linear model (GLM) was used to estimate the effects of NHA leadership style, organizational characteristics, and local economic characteristics on nursing home staff turnover for registered nurses (RNs), licensed practical nurses (LPNs), and nurse's aides (NAs).
The complete model estimates indicate that NHAs who are consensus managers (leaders who solicit, and act upon, the most input from their staff) are associated with the lowest turnover levels, 7% for RNs, 3% for LPNs, and 44% for NAs. Shareholder managers (leaders who neither solicit input when making a decision nor provide their staffs with relevant information for making decisions on their own) are associated with the highest turnover levels, 32% for RNs, 56% for LPNs, and 168% for NAs.
The findings indicate that NHA leadership style is associated with staff turnover, even when the effects of organizational and local economic conditions are held constant. Because leadership strategies are amenable to change, the findings of this study may be used to develop policies for lowering staff turnover.

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    • "The most common approach to stability was to study the reasons associated with staff turnover [45,46,48,49] and accessibility [47] and manager turnover [50-53]. For example, reward-based administrative climates [45] and consensus and supportive management [46,48] were found to be negatively associated with staff turnover. Opposite results were also reported, i.e. that there is no relationship between leadership practices and turnover intentions among staff [47]. "
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