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A Systematic Literature Review on the Impact of Leader-Member Exchange (LMX) and Nurse Morality in the Healthcare Sector

Author

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  • Mohamed Ayyub Hassan

    (Faculty of Social Sciences and Humanities, Universiti Teknologi Malaysia, 81310 UTM Johor Bahru, Johor, Malaysia)

  • Zheng Ying

    (Faculty of Social Sciences and Humanities, Universiti Teknologi Malaysia, 81310 UTM Johor Bahru, Johor, Malaysia)

  • Nur Ainaa Amirah Shahrulnizam

    (Faculty of Social Sciences and Humanities, Universiti Teknologi Malaysia, 81310 UTM Johor Bahru, Johor, Malaysia)

  • Wan Mohd Azam Wan Mohd Yunus

    (Faculty of Social Sciences and Humanities, Universiti Teknologi Malaysia, 81310 UTM Johor Bahru, Johor, Malaysia)

  • Umar Haiyat Abdul Kohar

    (Faculty of Management, Universiti Teknologi Malaysia, 81310 UTM Johor Bahru, Johor, Malaysia)

  • Dina Azleema Mohamed Nor

    (Faculty of Ocean Engineering Technology, Universiti Malaysia Terengganu, 21030 Kuala Nerus, Terengganu, Malaysia)

Abstract

This systematic literature review examines the impact of Leader-Member Exchange (LMX) on nurse morality within healthcare settings. LMX theory, which emphasizes the quality of leader-member relationships, significantly influences nurses’ ethical decision-making, moral distress, and job performance. Given the ethical complexities of healthcare, understanding how leadership dynamics shape nurses’ moral behaviour is crucial for improving patient care and organizational effectiveness. Using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) framework, this review systematically analysed 40 peer-reviewed studies published between 2020 and 2024, sourced from Scopus and Web of Science. The findings indicate that high-quality LMX relationships foster trust, enhance moral sensitivity, and mitigate moral distress, leading to improved ethical decision-making among nurses. On the other hand, low-quality LMX relationships correlate with increased moral distress, ethical disengagement, and reduced job satisfaction, negatively affecting patient care outcomes. Transformational leadership was identified as a key enabler in strengthening LMX relationships, while transactional leadership contributed to ethical erosion and nurse disengagement. The review also highlights structural barriers such as heavy workloads, leadership training deficiencies, and organizational constraints that hinder the development of strong LMX relationships. To address these challenges, healthcare organizations must invest in leadership development programs, ethical training, and supportive workplace cultures that prioritize open communication and trust. Future research should explore the moderating effects of institutional policies, cultural factors, and longitudinal LMX dynamics on nurse morality. Strengthening LMX relationships can significantly enhance ethical nursing practices, ultimately benefiting patient care and healthcare system sustainability.

Suggested Citation

  • Mohamed Ayyub Hassan & Zheng Ying & Nur Ainaa Amirah Shahrulnizam & Wan Mohd Azam Wan Mohd Yunus & Umar Haiyat Abdul Kohar & Dina Azleema Mohamed Nor, 2025. "A Systematic Literature Review on the Impact of Leader-Member Exchange (LMX) and Nurse Morality in the Healthcare Sector," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 9(3), pages 1936-1952, March.
    • Handle: RePEc:bcp:journl:v:9:y:2025:issue-3:p:1936-1952
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    References listed on IDEAS

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    1. JiaLiang Pan & Chui-Yu Chiu & Kun-Shan Wu, 2021. "Leader-member exchange fosters nurses’ job and life satisfaction: The mediating effect of job crafting," PLOS ONE, Public Library of Science, vol. 16(4), pages 1-14, April.
    2. Zorić, Katarina & Nikolić, Milan & Berber, Nemanja & Stojanović, Edit Terek & Martinov, Dobrivoje & Svitlica, Branislava Brestovački, 2023. "The impact of ethical climate and the LMX relationship on nurses’ burnout in hospitals in Serbia," Journal of East European Management Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 28(1), pages 43-71.
    3. Martina K Linnenluecke & Mauricio Marrone & Abhay K Singh, 2020. "Conducting systematic literature reviews and bibliometric analyses," Australian Journal of Management, Australian School of Business, vol. 45(2), pages 175-194, May.
    4. Maria Lucia Specchia & Maria Rosaria Cozzolino & Elettra Carini & Andrea Di Pilla & Caterina Galletti & Walter Ricciardi & Gianfranco Damiani, 2021. "Leadership Styles and Nurses’ Job Satisfaction. Results of a Systematic Review," IJERPH, MDPI, vol. 18(4), pages 1-15, February.
    5. Derong Zeng & Nozomu Takada & Yukari Hara & Shoko Sugiyama & Yoshimi Ito & Yoko Nihei & Kyoko Asakura, 2022. "Impact of Intrinsic and Extrinsic Motivation on Work Engagement: A Cross-Sectional Study of Nurses Working in Long-Term Care Facilities," IJERPH, MDPI, vol. 19(3), pages 1-13, January.
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