Transformational Leadership and Job Satisfaction Relationship: A Case Study of Nurses in Teaching Hospitals, Ogun State, Nigeria

Abstract

Aims: The nursing workforce in Nigeria faces a crisis of job dissatisfaction and turnover, underscoring the need to identify effective management strategies. Transformational leadership (TFL) is a key factor in enhancing nurse job satisfaction. This paper aims to investigate the correlation between transformational leadership and job satisfaction among nurses in teaching hospitals in Ogun State, Nigeria. Methods: A quantitative cross-sectional design was employed, collecting data from 250 nurses via a structured questionnaire. The instrument included the Multifactor Leadership Questionnaire (MLQ) and a job satisfaction scale. Reliability testing yielded Cronbach’s alpha values of 0.92 for the MLQ and 0.89 for the job satisfaction scale. Data were analysed using descriptive statistics, Pearson’s correlation, ANOVA, and multiple regression. Results: Nurses perceived a moderately high level of transformational leadership and reported a moderate level of job satisfaction. A powerful, positive correlation was found between transformational leadership and job satisfaction. Intellectual stimulation was identified as the strongest unique predictor of job satisfaction. Nurses with two to five years of experience reported significantly lower satisfaction than their more experienced colleagues Conclusion: Transformational leadership, particularly through intellectual stimulation and individualized support, is a critical determinant of nurse job satisfaction. Hospital management should invest in leadership development programs that focus on these dimensions to improve retention, particularly for early-career nurses.