Leadership Style of Nurse Managers and Retention of Staff Nurses in Region 1, Philippines

Abstract

The Philippines continues to face challenges in retaining its nursing workforce, particularly in Region I, where turnover remains high across public and private hospitals. This study examined the relationship between nurse managers’ leadership styles and staff nurse retention using a quantitative descriptive design. A total of 976 staff nurses from Level 2 and Level 3 hospitals participated through a total population sampling approach. Data were collected within the specified study period (December 2024) and analyzed using the Kruskal–Wallis H test, Spearman’s Rho correlation, and appropriate post hoc procedures. Findings showed that transformational and transactional leadership were generally perceived positively, while passive-avoidant leadership was least favored. Retention factors emphasized the importance of mentorship, role clarity, recognition, and scheduling practices. Although leadership styles and retention did not show statistically significant correlations, mentorship exhibited significant differences by educational attainment and assignment area, suggesting its variable influence across contexts. Based on these insights, the CARES Model—Collaborative Mentorship, Acknowledgment and Recognition, Responsive Leadership Development, Equity in Support, and Systematic Evaluation and Feedback—was developed to offer a practical framework that strengthens nurse support systems beyond compensation alone. The study highlights that sustaining the nursing workforce requires leadership approaches that promote trust, professional growth, and a sense of value among nurses in Region I.