The effect of healthcare manager’s leadership behaviors on staff job satisfaction: The example of Gümüşhane province

Healthcare administrators fulfill two key functions in their roles: they manage organizational operations and shape the behavior, motivation levels, and work outcomes of healthcare workers. The ways in which leaders communicate and make decisions, as well as their methods of providing support, recognition, and conflict management, directly influence employees’ perceptions of their jobs and their levels of satisfaction. The purpose of this study is to conduct a descriptive and cross-sectional investigation to identify the leadership behaviors exhibited by healthcare administrators serving at various managerial levels in the healthcare sector of Gümüşhane Province, determine the impact of these behaviors on job satisfaction, and propose solutions. The study population consisted of healthcare administrators working in the healthcare sector of Gümüşhane Province (N = 100). The study aimed to reach all healthcare managers without selecting a sample. The study was conducted on a voluntary basis, and all healthcare managers were reached. Research data were collected using the “Personal Information Form,” the “Leadership Behaviors Scale,” and the “Job Satisfaction Scale.” Data analysis involved frequency, mean, standard deviation, t-tests, ANOVA, and correlation tests. The average score on the leadership behavior scale for healthcare administrators was 3,8075, and the average score on the job satisfaction scale was 3,3027. Job satisfaction increases as healthcare administrators get older. Younger healthcare administrators exhibit better leadership behavior than their older counterparts. Healthcare managers working in outpatient services, public health units, family medicine, and administrative and financial affairs were found to have high average leadership behavior scores. In this study, healthcare managers serving at various managerial levels in the healthcare sector in Gümüşhane Province were found to have high leadership behavior and moderate job satisfaction. Leadership training should be provided to older healthcare managers to enhance their leadership behavior. Recognition, rewards, and social activities aimed at increasing job satisfaction among younger healthcare managers should be expanded.