This study explores the effect of different leadership styles on employee motivation and satisfaction in selected healthcare institutions in Rivers State, Nigeria. The research examines eight leadership styles: transformational, democratic, autocratic, laissez-faire, transactional, coaching, servant, and bureaucratic leadership. Using a cross-sectional research design, data was collected from healthcare professionals, including doctors, nurses, and administrative staff, through a structured questionnaire. The study employed stratified random sampling to ensure representation from various roles across the institutions. The data was analyzed using both descriptive and inferential statistics, including regression and correlation analyses. The findings reveal that transformational, democratic, coaching, and servant leadership styles have a strong positive impact on both employee motivation and satisfaction. These leadership approaches foster environments of trust, empowerment, and personal growth, contributing to higher levels of employee engagement and morale. In contrast, autocratic, laissez-faire, and bureaucratic leadership styles negatively affect employee motivation and satisfaction, with bureaucratic leadership showing the weakest negative impact. Transactional leadership, while useful for achieving short-term goals, was found to have limited effects on long-term employee motivation and satisfaction. Based on these findings, the study recommends that healthcare institutions focus on cultivating transformational, democratic, coaching, and servant leadership qualities to improve employee outcomes. It also suggests minimizing the use of autocratic, laissez-faire, and bureaucratic leadership approaches, except in specific contexts that require them. The results highlight the importance of adaptive, people-centered leadership in enhancing employee satisfaction, motivation, and overall organizational performance in the healthcare sector.

Keywords: Leadership style, Employee motivation, Employee satisfaction, Healthcare institutions, Transformational leadership.