This study sought to explore how nurse managers’ leadership styles are associated with nurses’ motivation levels and their intentions to leave the profession among Jordanian nurses. A cross-sectional, descriptive correlational design was implemented, utilizing a self-administered survey instrument. Participants were recruited through a convenience sampling method to obtain the required sample. A total of 170 registered nurses working in private healthcare facilities across Jordan were included in the study. Data were collected using three standardized tools: the Path–Goal Leadership questionnaire, the Multidimensional Work Motivation Scale, and the Turnover Intention Scale, which together assessed leadership styles, work motivation, and turnover intention, respectively. The data were analyzed using both descriptive and inferential statistical techniques to address the study objectives. The findings showed that respondents rated the supportive leadership style as the most dominant (M = 24.4, SD = 4.66). The overall mean score for work motivation was 87.12, while turnover intention averaged 22.01. A positive association was identified between nurses’ motivation and all measured leadership styles. Years of clinical experience were found to be a significant predictor of work motivation among nurses. Regarding leadership styles, both the supportive (P < 0.001) and achievement-oriented (P < 0.001) styles significantly predicted nurses’ motivation levels. The strongest relationship was observed between work motivation and the achievement-oriented leadership style (r = 0.46, P < 0.001), indicating a moderate positive correlation. In contrast, the weakest association was found with the directive style (r = 0.29, P < 0.001). Conversely, no statistically significant relationship was found between turnover intention and any of the leadership styles. This study offers a distinctive conceptual contribution by identifying key determinants of nurses’ turnover intention. The results may assist policymakers in developing institutional strategies to enhance nurses’ motivation and overall well-being, thereby improving retention. Furthermore, the findings highlight the importance of reinforcing factors that increase motivation and reduce the likelihood of turnover among nursing staff.
