A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions

TLDR

Destructive interpersonal experiences at work generate negative emotions and adverse outcomes, and understanding how bullying leads to burnout and turnover is crucial, especially since leaders can shape positive environments by discouraging such behaviors. The study aims to examine the relationship between authentic leadership and new graduate nurses’ experiences of workplace bullying and burnout over a one‑year period, and to investigate the process from bullying to burnout and turnover intentions. Using structural equation modeling, the authors assessed how authentic leadership influences bullying, burnout, and turnover intentions among 205 new graduate nurses in Ontario acute‑care settings over 12 months. Results show that higher perceived authentic leadership is associated with lower bullying, lower burnout, and reduced job and career turnover intentions, underscoring leadership’s role in preventing negative outcomes.

Abstract

Destructive interpersonal experiences at work result in negative feelings among employees and negative work outcomes. Understanding the mechanisms through which bullying can lead to burnout and subsequent turnover is important for preventing and managing this problem. Leaders play a key role in shaping positive work environments by discouraging negative interpersonal experiences and behaviours. The aim of this study is twofold. Specifically we aim to examine the relationship between authentic leadership and new graduate nurses experiences of workplace bullying and burnout over a 1-year timeframe in Canadian healthcare settings. Furthermore we aim to examine the process from workplace bullying to subsequent burnout dimensions, and to job and career turnover intentions. Results of structural equation models on new graduate nurses working in acute care settings in Ontario (N = 205) provide support for the hypothesized model linking supervisor's authentic leadership, subsequent work-related bullying, and burnout, and these in turn to job and career turnover intentions. Thus, the more leaders were perceived to be authentic the less likely nurses' were to experience subsequent work-related bullying and burnout and to want to leave their job and profession. The results highlight the important role of leadership in preventing negative employee and organizational outcomes.