Coordinator Leadership in the Relationship Between Burnout and Nurses’ Intention to Leave: A Cross-Sectional Study

Abstract

Background/Objectives: Nursing turnover represents an increasing threat to the sustainability of healthcare systems. Burnout, a syndrome of chronic work-related stress, is one of the primary predictors of intention to leave work; however, certain organizational factors may be associated with variations in its impact. Among these, the leadership of the Unit Coordinator may represent a potential resource, but its association with the relationship between burnout and intention to leave remains poorly explored. This study investigates the role of coordinators’ leadership in the relationship between burnout and intention to leave the profession. Methods: A cross-sectional study was conducted among 668 nurses providing direct patient care in various Italian healthcare settings. Data were collected through an online questionnaire comprising validated scales reported in the literature. A structural equation modeling approach was used for the analysis. Results: More than 30% of the variance in burnout is explained by interpersonal conflicts, workload, and organizational constraints. Burnout accounts for 24.4% of the variance in nurses’ intention to leave their jobs. The leadership of the nurse coordinator partially mediates the relationship between burnout and nurses’ intention to leave their job (total effect β = 0.532; p < 0.001; indirect effect β = 0.139; p = 0.007; direct effect β = 0.393; p < 0.001). Conclusions: Burnout is a key predictor of nurses’ intention to leave the profession, while ethical leadership of nurse coordinators emerges as a potential organizational resource associated with this relationship. Nursing implications: These findings highlight the importance of promoting ethical leadership within nursing management as part of broader organizational strategies to improve staff well-being and potentially support efforts aimed at reducing nurses’ intention to leave the profession.