This study aims to analyze nursing leadership in emergency services. Emergency nurses are at the front line of hospitals and face many demands regarding response time, qualifications, and skills. Many emergency nurses complain about the heavy workload and lack of rest time. Effective leadership in nursing is crucial for efficient and effective emergency services. The study used a descriptive-analytic method and univariate analysis with frequency distribution. The population was all emergency department nurses. Results showed that transformational leadership of the emergency department head was mostly in the high category for all factors, while transactional leadership for factors 5 and 6 was in the high category, and factor 7 was in the medium category. Transformational leadership encourages nurses to go beyond their duties, inspires them, and fosters a positive work environment. Transactional leadership focuses on contingent rewards and active exception management. The study found that most nurses perceived factors 1 (Ideal Influence), 2 (Individual Consideration), 3 (Intellectual Stimulation), and 4 (Inspirational Motivation) as high. Factors 5 (Contingent Reward) and 6 (Active Exception Management) were also high, while factor 7 (Free Leadership) was medium. The findings suggest that transformational leadership is more effective in emergency departments, while transactional leadership is also important for managing performance and ensuring quality care. The study recommends regular leadership training for hospitals to improve understanding of appropriate leadership styles in emergency settings. Further qualitative research is suggested to explore nurses' expectations regarding leadership characteristics in emergency care.This study aims to analyze nursing leadership in emergency services. Emergency nurses are at the front line of hospitals and face many demands regarding response time, qualifications, and skills. Many emergency nurses complain about the heavy workload and lack of rest time. Effective leadership in nursing is crucial for efficient and effective emergency services. The study used a descriptive-analytic method and univariate analysis with frequency distribution. The population was all emergency department nurses. Results showed that transformational leadership of the emergency department head was mostly in the high category for all factors, while transactional leadership for factors 5 and 6 was in the high category, and factor 7 was in the medium category. Transformational leadership encourages nurses to go beyond their duties, inspires them, and fosters a positive work environment. Transactional leadership focuses on contingent rewards and active exception management. The study found that most nurses perceived factors 1 (Ideal Influence), 2 (Individual Consideration), 3 (Intellectual Stimulation), and 4 (Inspirational Motivation) as high. Factors 5 (Contingent Reward) and 6 (Active Exception Management) were also high, while factor 7 (Free Leadership) was medium. The findings suggest that transformational leadership is more effective in emergency departments, while transactional leadership is also important for managing performance and ensuring quality care. The study recommends regular leadership training for hospitals to improve understanding of appropriate leadership styles in emergency settings. Further qualitative research is suggested to explore nurses' expectations regarding leadership characteristics in emergency care.