FLA B

J Nurs Manag. 2021;29:229–239. wileyonlinelibrary.com/journal/jonm  |  229© 2020 John Wiley & Sons Ltd

1  | INTRODUC TION

High turnover in health care could have an immense influence on the institutional ability to provide quality patient care (Falatah & Salem, 2018; Lee, Chiang, & Kuo, 2019; Leiter & Maslach, 2009; Robson & Robson, 2016). Despite considerable attention from man- agement research scholars, the phenomena of turnover remain a

crucial area of research in nursing management. Problems of high turnover in nursing and maintaining adequate numbers of nurses to meet staff requirements have a long history (Cheng, Bartram, Karimi, & Leggat, 2016; Currie & Hill, 2012; Lee et al., 2019; Thanacoody, Newman, & Fuchs, 2014). Nursing shortages and nurses' turnover in- tention are amongst the key challenges faced by health care organisa- tions around the world (Al-Hamdan et al., 2020). Nursing staff act as

Received: 14 January 2020  |  Revised: 10 August 2020  |  Accepted: 18 August 2020

DOI: 10.1111/jonm.13144

O R I G I N A L A R T I C L E

Nursing turnover intentions: The role of leader emotional intelligence and team culture

Nauman Majeed PhD, Post-Doctoral Research Fellow1  | Samia Jamshed PhD, Assistant Professor1,2

1Department of Business Strategy and Policy, Faculty of Business and Accountancy, University of Malaya, Kuala Lumpur, Malaysia 2Department of Business Administration and Management Sciences, Superior University, Lahore, Pakistan

Correspondence Samia Jamshed, Department of Business Strategy and Policy, Faculty of Business and Accountancy, University of Malaya, Kuala Lumpur, Malaysia. Emails: [email protected]; samia. [email protected]

Funding information The current research is not being funded from any source.

Abstract Aim: To explore the influence of leader emotional intelligence on the working culture prevailing in teams that ultimately impacts nurses’ intent to leave the job. Background: Global shortages of nursing professionals have been concerning issues of extreme vitality in the delivery of superior services. Though the state-of-the-art system provides relief, the hospital management continued worrying about losing highly skilled nursing professionals due to a higher level of emotional exhaustion ex- hibiting progressive turnover. Methods: A survey technique was employed for data collection from nurses. Further data were analysed by structural equation modelling in the light of 313 substantial responses by using SmartPLS. Results: The findings revealed that leader emotional intelligence impulses critical constructive effects by fulfilling the needs of nurses and has an impact on their turn- over intentions simultaneously. Conclusion: The research provides an empirical lens of leadership and culture, which noticeably explain turnover intention. This study affirmed solid connections amongst the leader emotional intelligence, team culture and turnover intentions. Implications for nursing management: The study provides valuable insight for health management organisations to focus on factors that decrease the turnover intention of nurses. Considering a global shortage of nurses, nursing management must con- sider crucial aspects of the work environment and plan interventions to restrain nurs- ing turnover intentions.

K E Y W O R D S

health care, leader emotional intelligence, nurse, team culture, turnover intention

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the key driver of the patient monitoring systems, evaluating patients' health, planning interventions with their teams and deducting adverse complications. Subsequently, it is important to retain well-educated and trained nurses who are capable to deliver quality patient care.

A variety of factors could influence the nurses' retention and re- strain the turnover intentions, as turnover intention is an antecedent of the turnover. The research provides evidence that stressful work- ing culture, workload, incompetent leadership, nurse–physician rela- tionship, level of job satisfaction and inadequate nursing workforce are amongst the major contributing factors that stimulate nurses to quit the job (Boamah & Laschinger, 2016; Cheng et al., 2016; Leiter & Maslach, 2009). Such factors challenged the capacity of health care leaders to ensure appropriate staff requirements and a stress- free work environment for nurses to achieve optimum patient care (Wong, Cummings, & Ducharme, 2013; Wu et al., 2020). The lead- er's role is acknowledged as a means to support employees by treat- ing them intellectually and emotionally (Al-Hamdan et al., 2020). Leaders empower staff, create conducive team culture and decrease work-related stress of subordinates; hence, the leader's behaviour negatively influences the staff intentions to leave (Li, Gupta, Loon, & Casimir, 2016; Oh & Oh, 2017). The ability of emotional intelli- gence serves as remedial support to the challenged role of leader- ship (Riaz, Naeem, Khanzada, & Butt, 2018). The research proved that nurse leaders' possessing capabilities of emotional intelligence have the precedence to acknowledge and manage negative job at- titudes, which ensures a conducive workplace (Al-Hamdan et al., 2020). Leader emotional intelligence contributes towards creating a supportive culture for members by acknowledging and recogniz- ing their emotions that may suppress nurses’ intention to leave the job. The culture acts as a medium that restricts nurses’ reaction and plays a glue effect to perform their role positively under emotionally competent leadership, hence contributing to the job satisfaction (Liu & Liu, 2013).

The earlier research reports that nursing leaders either doctors or nursing managers neither listen to nurses’ problem nor address their concerns (Baloch & Siddiq, 2016; Momanyi & Kaimenyi, 2015; Suhail & Azhar, 2016). Such an uncooperative relationship indicated that leaders are not well equipped with the ability of emotional intel- ligence. The distant leader–nurse relationship leads to nurse's dissat- isfaction at work owing to the communication gap that may trigger their intention to leave. On the other hand, the positive outcomes of leader behaviour matter and the high emotional competencies of leaders may induce the staff positively (Fontes, Alarcão, Santana, Pelloso, & de Barros Carvalho, 2019; Majeed, Ramayah, Mustamil, Nazri, & Jamshed, 2017; Pasila, Elo, & Kääriäinen, 2017). The staff may perceive the leadership support and the culture adversely if they believe the leader is not sincere and interested in staff welfare.

In Pakistan, the health sector is amongst the leading service sec- tors with the toxic issue of nursing turnover intentions. The critical issue of turnover intentions in Pakistan is an important issue of ex- amination where leaders' ability tends to create supportive culture resulting in decreased turnover intentions (Lindqvist, Smeds Alenius, Griffiths, Runesdotter, & Tishelman, 2015; Majeed, Jamshed, &

Mustamil, 2018). The health care management in Pakistan is over- burdened with growing health care needs that exceed the system's capacity. Nursing professionals are amongst the most important members of the hospital teams as administration in health care is managed by medical superintendents and senior doctors who super- vise medical teams that consist of doctors, nurses and technicians. The research conducted by Khowaja, Merchant, and Hirani (2005) revealed that nurses working in Pakistani hospitals were report- edly reprimanded even though most nurses desired to respect and look forward to their leader support. The reprimanding behaviour of leaders demotivates the nurses, which eventually advances the intention to leave the job.

Team culture is even more critical for the teams due to ev- er-growing demands in health care (Mikkonen, Elo, Kuivila, Tuomikoski, & Kääriäinen, 2016). Moreover, the team culture has become the lynchpin in health care organisations that keeps nurses, physicians and other medical staff engaged to perform well in teams (Ashkanasy & Härtel, 2014). Nurses working in teams perform duties in certain cultures leading to serve the patients; therefore, team cul- ture is challenging as it varies according to the team composition (Liff & Andersson, 2013; Lindqvist et al., 2015; Wang, Liu, & Wang, 2015). Leader emotional intelligence creates a healing environment for the nurses ensuring patients' well-being. Culture convinces staff to align their vision and promote collaborative relationships influenced by leader emotional intelligence (Willis et al., 2016). Hence, such factors promote workers' engagement and tend to reduce their intention to leave the job. By reviewing the existing literature, this research study closes the gap in knowledge by investigating the role of team culture in restraining the turnover intentions of nurses working in teams and groups. The research studies recommended studying team culture as it has been predominantly important for teams as mem- bers belong to the multicultural backgrounds (Feitosa, Grossman, & Salazar, 2018; Zhang et al., 2019). Furthermore, the theoretical lens of social exchange suggests culture as a platform that could influ- ence employee job attitudes. This gap is acknowledged as the lit- erature review revealed no consensus on the relationship amongst leader emotional intelligence, team culture and nursing turnover (Al- Hamdan et al., 2020). A key question to be answered concerning this is how team culture impacts the turnover intention of nursing staff. Furthermore, the study contributes to the existing body of literature emphasizing leaders to practise the ability of emotional intelligence, which could be influential in creating a supportive team culture and decreased turnover intention enabling safe patient care.

2  | LITER ATURE RE VIE W AND RESE ARCH FR AME WORK

Though a growing strand of literature has investigated various fac- tors influencing team performance, the earlier investigations have not yet examined the direct and the indirect effects of leader emotional intelligence and team culture on nursing turnover inten- tions. The idea that culture influences turnover intentions is a novel

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concept. Research scholars (e.g. Jamshed, 2018; Jamshed, Nor, & Bakar, 2017; Jayasingam, Ansari, Ramayah, & Jantan, 2013; Kaur, Shri, & Mital, 2016; Shin, Kim, Choi, & Lee, 2016; Zhang et al., 2019) realized that the cultural factor boosts the interaction amongst leader–member relationships. Thus, team culture is a contributing factor and a crucial ambient to suppress turnover intentions. The organisations in Pakistan believe in collectivism, and the prevail- ing culture in health care teams of Pakistani institutions follows the centralized organisational culture. However, enabling the practice of varied subculture at a team level may reduce turnover intentions.

2.1 | Relationship between leader emotional intelligence and turnover intentions

Nurses’ intent to leave the health care organisation may compromise the health and safety of patients (Currie & Hill, 2012). The intention to leave builds circumstances where leaders and managers attempt to eliminate such intentions within their teams as the genuine turno- ver not just prompts higher cost by recruiting replacements; rather, it has a negative influence on the excellence of health care facili- ties available to patients. Earlier studies (e.g. Al-Hamdan et al., 2020; Mohammad, Chai, Aun, & Migin, 2014; Wong & Law, 2002) acknowl- edged that relationship exists between emotional intelligence and turnover intentions. Numerous studies have linked turnover inten- tion to various factors, but the role of leader emotional intelligence and team culture has received little attention. The scholarly work by Currie and Hill (2012) and Trivellasa, Gerogiannisb, and Svarnab (2013) indicated that the high level of leader emotional intelligence may be one of the strong predictors of low turnover. Leader emo- tional intelligence arouses the staffs' emotions to discuss their issues urging them to quit their job. Hence, the higher level of leader emo- tional intelligence has a negative relationship with turnover inten- tion. Thus, it is hypothesized as follows:

Hypothesis 1 The relationship between leader emotional intelli- gence and turnover intentions is inversely related.

2.2 | Leader emotional intelligence and team culture

Leader's emotional intelligence acts as a dynamic stimulus for creating a positive working environment (Regan, Laschinger, & Wong, 2016; Wong & Law, 2002). Leader emotional intelligence may encourage both team members’ social exchange and leadership process. In the leadership process, the supportive culture positively influences employee behaviours. Such collaborative culture tends to follow certain norms, and possess high team spirit and positive social exchange amongst team–member relationships (Willard- Grace et al., 2014). In health care, the nurses working in teams are striving hard to accomplish team outcomes by adopting the prevail- ing patient-centred team culture. The interdependent connection amongst leader emotional intelligence, team culture and turnover

intention of nursing staff displays shared values and attitudes within teams. Emotionally intelligent leaders are more sympathetic to their staff and ready to discuss their problems, which ultimately ena- bles them to create long-lasting job attitudes (Fontes et al., 2019). Consequently, leaders with high emotional intelligence appear to establish better networking within teams, subsequently cultivating synergy amongst leaders and members. Thus, leaders strongly build the culture and operational environment for the staff. A study by Jamshed and Majeed (2019) also recommended exploring the rela- tionship between leader emotional intelligence and culture to gauge how it influences job attitudes. Thus, it is hypothesized as follows:

Hypothesis 2 Leader emotional intelligence has a significant posi- tive relationship with team culture.

2.3 | Relationship amongst leader emotional intelligence, team culture and turnover intentions

The theoretical paradigm of substitute for leadership suggests that certain specific situational leadership abilities neutralize the role of leaders. Therefore, the leadership abilities and the context of prac- tising leadership should be taken into consideration during the social exchange of leaders and members. Leadership ability of emotional intelligence may play a significant role and impact the turnover in- tentions with the mediating effect of team culture. Thus, investi- gating the relationship amongst leader emotional intelligence, team culture and turnover intentions of nursing staff transmits considera- ble theoretical and practical avenues in health care. The culture itself is an abstract construct that enables team members to share a com- mon identity, which makes the team unique and source of support- ive team interaction. The research by Ashkanasy and Härtel (2014) revealed that employees working in the service industry perceived organisational culture as workers' cooperation, friendly behaviour that is significant in explaining the disparity of employees' turnover intention. On the other hand, inflexible team culture brings about 'turf battles' amongst team workers. The study by Zhang et al. (2019) investigated how team culture influences individuals’ intentions to either engage or disengage from respective jobs in the context of health care, which is hypothesized as follows:

Hypothesis 3 The team culture influences the turnover intentions of the nursing staff.

It is evident from the research that team culture facilitates the performance of teams as culture has an influence on the work- ing environment; therefore, it has been studied at different levels (Eskola et al., 2016; Jamshed, 2018; Kitson et al., 2011). Relatively, the role of positive team culture is critical, which facilitates team working, provides continuous learning and increases trust and re- spect amongst members. The subculture encourages members that ultimately enhances employee job and organisational attitudes positively (e.g., Bardzil & Slaski, 2003; Fujino, Tanaka, Yonemitsu, &

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Kawamoto, 2015; Mikkonen et al., 2016). This is amongst one of the pioneer studies that investigated the relationship amongst leader emotional intelligence, team culture and turnover intentions of nurses. Hence, it is hypothesized as follows:

Hypothesis 4 Team culture mediates the relationship between leader emotional intelligence and turnover intentions.

Based on the available literature and discussion, the research model of the existing study is shown in Figure

2.4 | Methodological approach

2.4.1 | Data collection procedure

A predictive survey questionnaire was used to test the hypoth- esized relationships of the study. We tested the proposed model by employing a purposive sampling technique and collecting data from Pakistani nurses working in teams in the private hospitals of Pakistan. Before collecting the actual data, we conducted the pilot study by filling the survey from twenty-two respondents to ensure the reliability and validity of the questionnaire. Each respondent was requested to assess the clarity, appropriateness and applicability of the survey items. The final version of the instrument was used for actual data collection. A total of 344 questionnaires were received out of 400 distributed questionnaires amongst the nurses yielding a response rate of 78.25%. Finally, 313 questionnaires were found to be valid for full data analysis.

2.4.2 | Operationalization of the variables

The scales used in the study possess well-established psychomet- ric properties adopted from the literature. The questionnaire con- sists of 38 items (positively and negatively phrased). The responses appeared on a 5-point Likert scale ranging from '1 = completely

disagree' to '5 = completely agree'. To measure leader emotional intelligence, a 16-item Wong and Law Emotional Intelligence Scale (WLEIS) developed by Wong and Law (2002) was used. To capture the perceptions about team culture, 16-item Team Climate Inventory (TCI) developed by Anderson and West (1996) was used. The turno- ver intention of nurses was measured using a 6-item scale adapted from the 15-item scale developed by Roodt (2004). Earlier research ensures the reliability and validity of a 6-item scale (Bothma & Roodt, 2013). The list of items for each measurement scale is pre- sented in Appendix A.

2.4.3 | Demographic profile of respondents

Table 1 describes the demographic profile of the respondents; female respondents constitute seventy-two per cent (72%) of the whole re- spondents, and male respondents constitute only twenty-eight per cent (28%) of the respondents. Team tenure ranged from 6 months to 60 months (M = 32.28, SD = 9.2). The highest percentage, that is 28.89% of the respondents, lies in between the age category of 26 to 30 years. According to the level of education, 37.22% of the re- spondents are postgraduates. The details of the demographic profile of the respondents are exhibited in Table 1.

3  | RESULTS AND ANALYSIS

The statistical analysis was performed using software SmartPLS. A two-step technique of structural equation modelling (SEM) is reliable and recommended to use for non-parametric data (Hair, Ringle, & Sarstedt, 2011). By adopting PLS-SEM, the first step is to evaluate the measurement model by assessing reliability, convergent valid- ity and discriminant validity. In the second step, the hypothesized model was tested using SEM in PLS (Table 1).

The first step in PLS-SEM is the measurement model assessment. For this purpose, a series of confirmatory factor analysis was per- formed to establish the reliability and validity of the measurement

F I G U R E 1   Research model

Note:

H1

H2 H3

Control Variables Second Order Reflective -Formative Constructs

First Order Reflective Construct

Leader Emotional Intelligence

Team Culture Turnover Intentions

H4

Age Gender Tenure

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model. The reliability of a measurement model refers to the degree to which a measure of a construct is reliable in what it is planned to measure (Hair et al., 2011). Table 2 exhibits the results of the mea- surement model regarding reliability and validity. The values of com- posite reliability (CR) for all study construct are greater than 0.829, thus determining the adequate level of reliability. The convergent validity refers to the degree to which multiple items measuring the same construct share the variance of its indicators. The condition of convergent validity is satisfied first when each item has outer load- ings equal to or greater than 0.60 and second when average variance extracted (AVE) from a construct is minimum 0.50 or higher (Hair et al., 2011). In assessing the convergent validity of the measurement model, few items ranging between 0.40 and 0.65 were deleted to in- crease the AVE values as per the procedures recommended by Hair et al. (2011). Table 2 presents loadings for all construct items, which are greater than 0.669, and the AVE values are above 0.569 indicat- ing convergent validity is established for constructs. Figure 2 pres- ents the final measurement model with the respective item loading of the constructs.

In the second step, the model was tested using SEM with the pur- pose to investigate the relationships amongst the research variables.

For the structural model, the test of significance was conducted using the bootstrap resampling technique (Hair et al., 2011). The findings of the path coefficients and their significance value assess- ing t-statistics were found to be encouraging, which revealed that all four hypotheses of the study are statistically supported by the data as reported in Table 3.

The results explained that leader emotional intelligence has a significant positive influence on turnover intentions (β = 0.152, p < .0.01); hence, hypothesis 1 is supported. Further results sup- ported hypothesis 2, which revealed that leader emotional intelli- gence has a significant variation on team culture (β = 0.137, p < .05). Team culture had a strong influence on the turnover intention of the staff (β = 0.667, p < .05); hence, the results supported the suggested hypothesis 3. The mediation of team culture on the relationship between leader emotional intelligence and turnover intention was tested to examine whether the results are significant. The findings revealed that the proposed intervening role of team culture is em- pirically verified. The results indicated that leader emotional intelli- gence plays a positive role in suppressing the turnover intentions of the nursing staff and strengthens the relationship by providing them with a conducive team culture. Overall, the model explains 49.6 per cent of the variance concerning the turnover intention of the nursing staff and 19 per cent of the variance accounted by the team culture as depicted in Figure 3

4  | DISCUSSION

Considering the global shortages of nurses and to bridge the research gap, this study investigated the role of leader emotional intelligence and team culture on nurses’ turnover intentions. The results of the study revealed that leaders who are working as immediate supervi- sors of nurses had a considerable impact on their intention to leave. Nurses’ intention to leave can start as a withdrawal process, starting with leaving the team, leaving the hospital and subsequently leaving the profession (Flinkman, Leino-Kilpi, & Salanterä, 2010). If leaders can stop this process in the first phase, nursing professionals may be retained (Regan et al., 2016). Emotional intelligence mirrors the ability of leaders to sense and comprehend their own and their staff emotions and regulation of emotions to understand their job behav- iour (Liu, Wong, & Fu, 2012). This suggests that higher the percep- tion about leader emotional intelligence, the lower the intention to leave is. This may be attributed to the leader's behaviour as leaders with high emotional intelligence are well aware of their subordinate negative job attitudes, and they attempt to eliminate such intention within their teams as the turnover leads to higher cost and influ- ences the quality of patient care services (e.g. Abu Elanain, 2014; Fujino et al., 2015; Jamshed et al., 2017). Therefore in health care, the active emotional abilities of leaders create a significant impact in declining the nurse's intent to leave.

Furthermore, the results indicated a strong association between leader emotional intelligence and team culture, suggesting leader

TA B L E 1   Demographic summary of respondents (N = 313)

Variables Frequency (%)

Gender

Male 91 (29)

Female 222 (71)

Age in years

Below 20 years 19 (6.11)

20–25 years 66 (21.11)

26–30 years 90 (28.89)

31–35 years 82 (26.11)

36 and above 44 (13.89)

Missing 12 (3.89)

Team tenure

Less than 1 year 26 (8.33)

1–2 years 57 (18.33)

2–3 years 94 (30.00)

3–4 years 57 (18.33)

4–5 years 61 (19.44)

5 years and above 18 (5.55)

Qualification

Less than high school 7 (2.22)

High school 33 (10.56)

More than high school 57 (18.33)

College graduates 92 (29.44)

Postgraduates 117 ( 37.22)

Others 7 (2.22)

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emotional intelligence is a contributing factor in making positive culture for the employees. Emotionally intelligent leaders possess better ways to deal with and enhance culture for effective work- ing (Mohammad et al., 2014). This study reinforced the findings that culture is pertinent for the satisfaction of the workers at the job and does not let them quit in stressful conditions, consequently lower- ing the turnover intention of nurses (Currie & Hill, 2012; Robson &

Robson, 2016; Twigg & McCullough, 2014). Emotionally intelligent leaders create a conducive culture for nursing teams with the pur- pose to reduce the turnover intentions. Improved leadership sup- port boosts the team culture for the nursing professionals working in teams and facilitates in uplifting the retention levels. The empirical findings of the study suggest that team culture has a direct and me- diated relationship that influences the turnover intentions of nurses.

Variable Items Loadings Composite reliability AVE

t- Statistics

p value

Leader emotional intelligence

Self-emotion appraisal (SEA)

SEA1 0.850 0.922 0.747 91.810 .000**

SEA2 0.923

SEA3 0.894

SEA4 0.786

Other-emotion appraisal (OEA)

OEA1 0.831 0.926 0.758 77.072 .000**

OEA2 0.873

OEA3 0.906

OEA4 0.871

Regulation of emotion (ROE)

ROE1 0.775 0.931 0.772 66.794 .000**

ROE2 0.800

ROE3 0.796

ROE4 0.831

Usage of emotions (UOE)

UOE1 0.723 0.840 0.569 43.963 .000**

UOE2 0.796

UOE3 0.821

UOE4 0.669

Team culture

Vision (VIS) VIS1 0.847 0.906 0.707 78.060 .000**

VIS2 0.852

VIS3 0.818

VIS4 0.846

Participative safety (PS)

PS1 0.677 0.859 0.606 51.926 .000**

PS2 0.783

PS3 0.809

PS4 0.834

Support for innovativeness (SIN)

SIN1 0.858 0.844 0.645 45.698 .000**

SIN2 0.824

SIN3 0.721

Task orientation (TOR)

TOR1 0.772 0.829 0.618 38.303 .000**

TOR2 0.778

TOR3 0.807

Turnover intention (TOI)

TOI1 0.697 0.886 0.661 52.255 .000**

TOI2 0.833

TO13 0.874

TOI4 0.839

Note: **significant at 0.01 level of significance.

TA B L E 2   Measurement model analysis

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This implies that culture mediates the relationship between leader emotional intelligence and turnover intention, hence positively af- fecting the degree to which an association prevails with regard to holding its most basic work drive in teams.

4.1 | Limitations and future research directions

Though the study provides the empirical evidence of the relation- ship amongst leader emotional intelligence, team culture and turno- ver intention, certain limitations exist that provide future research directions. First, the sample for this research was collected from 313 nurses working in the largest private health care organisations only. Therefore, to increase the generalizability of the results, large data sets from different sectors of hospitals, that is public, trust, small hospitals, are required to be analysed in the future to address the

global nursing shortages. Second, the data were collected via a self- reported questionnaire, which may incline to the issue of biases. Hence, it is recommended to collect either longitudinal data or mul- tisource data to investigate the issues of nursing staff. Furthermore, the study participants include nurses who are from different edu- cational and cultural backgrounds, as the current analysis that used the control variables (age, gender, tenure) could lead to the issue of generalizability. Future studies may be conducted by studying the education level of nurses as a control variable, which could have an impact on turnover intentions. The existing research recommends researchers to investigate factors such as work–life balance, knowl- edge sharing, empowerment and trust to investigate the turnover intentions. The study by Cho, Lee, and Kim (2015) revealed that the average turnover rate of a private hospital is approximately 25%– 30% per year. Therefore, future research would be more beneficial if national-level data on leaving intentions can be collected for nursing

F I G U R E 2   Measurement model assessment [Colour figure can be viewed at wileyonlinelibrary.com]

TA B L E 3   Structural model analysis

Hypothesis no. Relationship Path coefficient t-Statistics p values Significance level Decision

1 LEI → TOI 0.152 3.165 .002 *** Supported

2 LEI → TC 0.137 2.057 .040 ** Supported

3 TC → TOI 0.667 17.849 .000 *** Supported

4 LEI → TC→TOI 0.091 2.051 .040 ** Supported

Note:: Abbreviations: LEI, leader emotional intelligence; TC, team culture; TOI, turnover intentions. nc: not significant at p > .05. ***p < .001; **p < .01;

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management and policy administrators. The relationship between leader emotional intelligence and turnover intention could be ex- plored by collecting data from nursing professionals who served for a longer tenure of career and to reveal the specific factors that led them to stay longer.

4.1.1 | Practical implications

The findings of this research study indicated that leader emotional in- telligence significantly influences culture, which in turn decreases staff intention to leave. Therefore, this study signifies the importance of emotional intelligence for nursing managers and leaders for creating a better working environment. Health care organisations are suggested to accord priority to train the existing nursing leaders to learn the abil- ity of emotional intelligence, as the ability of leader emotional intel- ligence is beneficial for establishing a strong team culture that buffers the effects of hiding turnover intention, and such intentions could be addressed at the preliminary stage. Staff perceiving high emotional intelligence of leaders believes that their supervisors are available to address their apprehensions and create capacity for fulfilling differ- ent behavioural needs of nursing staff. Furthermore, leader emotional intelligence facilitates creating a culture that ensures staff problem will be dealt with care, consequently enhancing the employee com- mitment at the job. The study findings indicated that established team culture inversely influences nurses’ turnover intention. Nurses feel comfortable discussing problems with their respective team leaders. Supportive leader behaviour encourages them to seek assistance from leaders enabling them to come out of the phase of quitting the job. For organisations facing shortages of nursing staff, the study results imply that health care organisations can exert some degree of control over the turnover intentions and team culture by selecting the right team leaders. Moreover, the available emotional intelligence literature postulates that the ability of emotional intelligence can be enhanced utilizing training and can be adopted as a revolutionary means to en- hance cultural and job outcomes (Liu et al., 2012). Based on the study findings, hospitals can therefore promote desirable team culture and lessen the turnover intentions of nurses working in teams by train- ing team leaders to learn emotional intelligence, as leader emotional intelligence is beneficial for eradicating turnover intentions, improv- ing job attitudes and allowing leaders to improve their leadership effectiveness.

The results of the study facilitate leaders to concentrate on building emotional competencies as it is considered as one con- ceivable factor to reduce turnover intention. Lastly, encouraging culture develops certain behaviours that make them more satisfied with the job. The results of the study provide valuable insight into nursing leadership to focus on factors that decrease the turnover intention by improving their perceptions about culture and leaders' competence. Reducing turnover intention is significantly important in the health care industry, which has to meet the dual objectives of providing safe patient care and decreasing the cost for the private health care institutions.

5  | CONCLUSION

Globally, nurses belong to a diversified group of professionals. The prevailing culture, leadership ability and alternative work- ing opportunities can elicit their turnover intentions. Health care management researchers should collaborate with policymakers to discover factors that facilitate to retain nurses in their career. Based on the empirical evidence, the leader emotional intelligence enables one to exploit the existing culture, to optimize working conditions. The ability of emotional intelligence permits leaders to address the problems of nursing staff and to reduce their emo- tional stress to reduce the turnover intention. Using data collected from nursing staff working in teams, the study established a link amongst leader emotional intelligence, team culture and turno- ver intention. By investigating the established relationships, this study provides new insights into nursing management in designing strategies to train leaders to learn the ability of emotional intelli- gence. Hence, practising leader emotional intelligence while lead- ing teams through establishing team culture plays a positive role in reducing the turnover intention of nursing professionals. The research model advances understanding of required leadership abilities particularly in regard to the reduced turnover intention of nurses with a focus on team culture contributing to enhanced job attitudes. The global challenge of retaining nurses and overcom- ing obstacles may be less about nurses and more about leader- ship abilities and team culture in which they work. Future studies might be carried out by collecting data from nurses who have long nursing tenure to ascertain what has kept them to remain in their profession. Leaders may be encouraged to practise the ability of emotional intelligence and implement strategies resulting in the decreased turnover intention of nursing staff.

CONFLIC T OF INTERE S T We have no conflicts of interest to disclose.

E THIC AL APPROVAL The institutional review board approved the current research.

F I G U R E 3   Structural model results

Turnover Intentions (R2 = 49.6 %)

Team Culture

(R2 = 19%)

Leader Emotional Intelligence

0.152***

0.137**

0.667***

0.091**

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ORCID Nauman Majeed http://orcid.org/0000-0003-3369-5024 Samia Jamshed https://orcid.org/0000-0003-3356-4729

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APPENDIX A

Variable Indicators Items Adapted from

Leader EI (LEI) SEA1 Has a good sense of why he/she has certain feelings most of the time Wong and Law (2002)

SEA2 Has good understanding of his/her own emotions

SEA3 Really understands what he/she feels

SEA4 Always knows whether or not he/she is happy

OEA1 Always knows his/her team members’ emotions from their behavior

OEA2 Is a good observer of others’ emotions

OEA3 Is sensitive to the feelings and emotions of others

OEA4 Has good understanding of the emotions of people around him/her

ROE1 Is able to control his/her temper and handle difficulties rationally

ROE2 Is quite capable of controlling his/her own emotions

ROE3 He/she can always calm down quickly when he/she is very angry

ROE4 Has good control of his/her own emotions

UOE1 Always sets goals for himself/herself and then tries his/her best to achieve them

UOE2 Always tells himself/herself he/she is a competent person

UOE3 Is a self-motivated person

UOE4 He/she would always encourage himself/herself to try his/her best

Team culture (TC)

VIS1 You are in agreement with team objectives Anderson and West (1994)VIS2 Your team's objectives are clearly understood by other members of the team

VIS3 You think that your team's objectives can actually be achieved

VIS4 In your opinion objectives are worthwhile to the organization

PS1 We have a 'we are in it together' attitude

PS2 People keep each other informed about work-related issues in the team

PS3 People feel understood and accepted by each other

PS4 There are real attempts to share information throughout the team

TOR1 Team members are prepared to question the basis of what the team is doing

TOR2 The team critically appraise potential weaknesses in what it is doing in order to achieve the best possible outcomes

TOR3 Members of the team build on each other's ideas in order to achieve the best possible outcome

TOR4 There is a real concern among team members that the team should achieve the highest standards of performance

SIN1 People in this team are always searching for fresh, new ways of looking at problems

SIN2 In this team, we take the time needed to develop new ideas

SIN3 I find myself threatened to put forward new ideas to the team

SIN4 People in the team cooperate in order to help develop and apply new ideas

Turnover intention (TOI)

TOI1 How often have you considered leaving your current job? Bothma and Roodt (2013)

TOI2 How often do you look forward to another day at work?

TOI3 What is the probability that you will leave your job if you get another suitable job?

TOI4 How often are you emotionally agitated when arriving home after work?

TOI5 How often is your current job affecting on your personal well-being?

TOI6 How often are opportunities to achieve your most important goals at work jeopardized?

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