necessary that the former strive to empower
the latter.
Nurse managers should be good role models
for their nurses and avoid applying both management by exception (active and passive), and laissez-faire components because these have either little or adverse contribution to nurses’ job satisfaction.
Furthermore, hospital administrators should facilitate training programs for nurse managers on leadership styles and their effects on job satisfaction in order to enable them to understand the components of effective nursing leadership style. Finally, further investigation on the relationship between transformational and transactional leadership styles and nurses’ job satisfaction in private and public hospitals in Ethiopia in order to critically examine the effects of these two leadership styles on nurses’ job satisfaction is recommended.
ACKNOWLEDGMENTS
We would like to acknowledge the following people: Sr. Rahel Aamre, Costantinos Berhe (PhD), all nurses who participated in this research, and Research, Graduate studies and Community Based Education Office of Jimma University.