Abstract

The leadership styles have been discussed in labor marketing and production before academia. Notably, certain types have been found to have a detrimental impact on both organizational commitment and service quality, particularly in the healthcare industry. Aim: To investigates the leadership practices of nursing managers in hospitals and their impact on staff commitment, seeking to understand how these leaders' styles shape organizational commitment. Subjects and methods: Descriptive cross-sectional study among two private teaching hospitals. included 507 nurses aged (22-45), had at least 1 year of work experience. Results: In a study of two hospitals, it was found that most managers exhibited both transformational and transactional leadership styles from the nurses' perspective. However, transformational leadership emerged as the dominant style, with 80.27% of managers displaying this approach. Despite this, the majority of nurses reported a strong commitment to their organization. Conclusion: A comparative analysis revealed that transformational leadership style was found to be more prevalent and effective in two hospitals compared to transactional leadership style. Furthermore, both leadership styles were found to have a statistically significant positive correlation with organizational commitment, indicating a strong link between these styles and employee engagement and loyalty.