Leadership Style and Job Performance Among Nursing Staff at Sulu Sanitarium and General Hospital

Gin-Rashid Patta; Sherha Baybayan

doi:10.62596/zby6cz71

Authors

Gin-Rashid A. Patta Graduate Studies, Sulu State College, Jolo, Sulu Author
Sherha B. Baybayan Graduate Studies, Sulu State College, Jolo, Sulu Author

DOI:

https://doi.org/10.62596/zby6cz71

Keywords:

Leadership Style, Job Performance, Nursing Staff, Transformational Leadership, Transactional Leadership, Laissez-Faire Leadership, Quality Patient Care, Healthcare Services

Abstract

This study assessed the leadership style and job performance of nursing staff at Sulu Sanitarium and General Hospital using a descriptive-correlational research design. A purposive sampling method was employed to select 100 nurse-respondents. Data were analyzed using frequency, percentage, weighted mean, standard deviation, Pearson’s r, t-test, and ANOVA. The findings revealed that most respondents were 20-40 years old, female, had 1 to 5 years of service, were college graduates, and were primarily job order employees. Leadership style, encompassing transformational, transactional, and Laissez-Faire leadership, and job performance in terms of quality of patient care, work efficiency and productivity, and professional behavior and teamwork were generally rated from ‘Strongly Agree’ to ‘Moderately Agree.’ No significant differences were found in the respondents’ perceptions of leadership style and job performance across demographic variables. A high to nearly perfect positive significant relationship was identified between leadership style and job performance. The findings suggest that effective leadership styles are associated with improved job performance, highlighting their importance in enhancing nursing performance and delivering quality healthcare services.

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