Efficiency of Authentic Leadership on Turnover Rate of Nursing Staff

Friday, 28 July 2017

Li-Chu Lee, MBA
Department of Nursing, Taipei Tzu Chi Hospital, Buddhist Tzu Chi Medical Foundation, New Taipei City, Taiwan


 In Taiwan, medical institutions are faced with the dilemma of manpower management. Dimission has always been the most troublesome problem for organizations, especially in the medical fields where the turnover rate of nurses increases year by year. According to 2013 statistics, the average turnover rate of 303 hospitals in Taiwan was 12.00%. The turnover rate of this unit in 2014 was 13.8%, outclassing that of the entire Taiwan.

To evaluate efficiency exerted by authentic leadership for the turnover rate of nursing staff, job satisfaction, and patient satisfaction to serve as references for leadership styles of management of hospitals.


 83 nurses from clinics of the Precision Medicine Centerwere participated and opinions of 2288 outpatients were collected for the satisfaction survey. The subjects got involved in the project of authentic leadership in 2015. The project arranged job contents according to interests of nurses in clinics, facilitated flexible working hours and shortened labor-hour, added personnel for assisting nurses, scheduled presentation of new knowledge of specialties for two hours per week, face-to-face communication for rendering affirmation and appraises twice a week and advancement practices of professional competences. In the current study, Cronbach’s alpha for satisfaction reliability ranged from 0.898 to 0.963, which was mostly acceptable .


 After involving in the project of authentic leadership in 2015, the turnover rate of nursing staff decreased by 9.9% ( 13.8% vs 3.9%) and the number of personnel increased from 82 to 103 with 0% vacancy rate, comparing results of 2014 to that of 2016. As to the job satisfaction, the degree of satisfaction to leadership of management and communication channels increased by 6.32% ( 80.05% vs 86.37% ). The satisfaction of outpatients increased by 3% ( 88% vs 91%; p = 0.000 ) and the complaint cases of patients decreased by 23 ( 39 vs 16 ).


The authentic leadership possesses significant and positive correlations to psychological capitals, organizational commitments, job satisfactions and organizational citizenship behaviors. The more satisfactions that nurses have for the work environment and leadership styles of medical institutions, the lower their turnover intention would be. Therefore, nurses shall share events and frustrations in daily life to maintain a positive attitude. Nurses shall give play to speciality. They shall be affirmed via appreciative inquiries and criticism shall be avoided. Management shall use constructive words to stimulate staff and encourage them to explore new knowledge and construct visions so as to find out the core of a positive revolution. Consequently, changes stem from “spontaneity” rather than oppression of external forces. Influence building includes the application of power, the understanding of own goals and clear transmission of messages so that all colleagues of the unit could be influenced.

It is suggested that governors of medical institutions shall treat each employee with sincerity and jointly create a better future based on the critical point for undertaking development.