Staff nurse perceptions of nurse manager leadership styles and outcomes (original) (raw)
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Leadership style of Nurse Managers
Leadership style is phenomenon which affects the productivity and quality nursing care. There is a lack of research studies in this area in Sri Lanka. The aim of this study was to examine the nurses’ perception about their nurse managers’ leadership style. The study sample comprised 160 nurses using simple random sampling. The research instruments were Demographic Data Recording Form and the Perceived Leadership Form Questionnaire. The reliability coefficient of the Perceived Leadership Form Questionnaire was 0.86 and the content validity index of was .91. Data were analyzed using descriptive statistics. Nurses perceived their managers’ leadership style as transformational (Mean = 3.35, SD =0.64), and transactional leadership as (Mean = 3.25, SD =0.45). The results of the study showed that nurses perceived their managers’ leadership style as transformational. The study provides the opportunity for nurse managers to look into their nursing staff by examining their own leadership style
The aim of this review was to evaluate the effect of leadership styles of nurse managers on nurse and organisational performances and identify the research gaps. The literature search using Google Scholar yielded 53 articles on the entire range of the topic. Although nurses play a vital role, their performance can be significantly affected by the leadership style of the nurse manager under whom they work. Both positive and negative effects are possible. Negative effects may lead to errors in patient care, delayed or poor service delivery and even leaving the organisation. The nurse has no job satisfaction. High turnover of nurses, poor enrolment in nursing schools, financial loss to the hospital for orienting the new nurses and loss of reputation if there is high turnover rate and their impact on patient care are serious issues. Increasing trend of medical errors demonstrate the importance of providing the right work environment and empowerment to the nurses and good leadership by nurse managers for their motivation and high level of performance. Research gaps related to eight issues and problems were identified from the review.
The Effects of Transformational and Transactional Leadership Style on Job Satisfaction
Journal of High Institute of Public Health, 2009
Effective leadership plays an important role in the growth and better performance of the organization. Understanding factors that influence job satisfaction is keys to enhancing morale within the profession and creating a secure future to support the demands of the aging population. Nurse' managers are in an outstanding position to influence job satisfaction of nurses. By examining the relationship of perceived leadership styles of nurse managers and job satisfaction of staff nurses, the nursing profession can begin to establish positive, mutually beneficial relationships leading to efficiency, productivity, and job satisfaction for all nurses. This study was conducted in Alexandria University Students' Hospital to determine head nurses' leadership style as perceived by staff nurses and its relationship to nurses' job satisfaction. A total of 120 staff nurses (n=120) working in all inpatient unit were chosen and data was collected using two questionnaires; the Multifactor Leadership Questionnaire (M.L.Q) and Job Satisfaction Questionnaire. The results revealed significant difference between head nurses' leadership style and nurses job satisfaction. Nurses who perceived head nurses as transformational leaders (TF) were more satisfied with intrinsic factors than nurses who perceived head nurses as transactional leaders (TA), who were satisfied more with extrinsic factors. In relation to intrinsic job satisfaction factors, nurses who perceived head nurses as TF leaders revealed with recognition for achievement, the work itself & responsibility and work hours, but for extrinsic job satisfaction factors serealed with supervision and job security. On the other hand, nurses who perceived head nurses as TA leaders were satisfied with intrinsic factors as sense of achievement, except the work itself & responsibility and for extrinsic factor they were Satisfied with Interpersonal relationship. No significant difference was found between their demographic characteristics except nurses' age among nurses who perceived head nurses as transactional leaders. Managerial implications are presented based upon these results.
PubMed, 2013
Background: Leadership style of nurse managers plays a significant role in nurses' job satisfaction. However, there is limited literature in areas related to nurses' manager leadership style. The objective of this research was thus to investigate the relationship between leadership style of nurse managers and nurses' job satisfaction in Jimma University Specialized Hospital. Methods: The study was conducted at Jimma University Specialized Hospital from January to June 2012 and used a non-experimental correlation design. All full time, non-supervisory nurses with an experience of more than one year in nursing profession were participated in the study. The Multifactor Leadership Questionnaire and Minnesota Satisfaction Questionnaire were used to collect data. Data were entered and analyzed using SPSS version16.0 statistical software. The results were analyzed through descriptive statistics followed by the application of inferential statistics on the variables. Significance level was considered when p<0.05. Results: A total of 175 copies of the questionnaires were returned out of 186 copies distributed to respondents. The result indicated that nurses can prefer transformational leadership style over transactional leadership style and had moderate-level intrinsic (M=2.72, SD=0.71) but low level of extrinsic job satisfaction (M=1.83, SD=0.68). Furthermore, from transactional leadership, only contingent reward was found to be statically significant and correlated with extrinsic (B=0.45, p<0.01) and intrinsic job satisfaction (B=0.32, p<0.05) while all five dimension of transformational leadership style were statistically significant and correlated with both intrinsic and extrinsic job satisfaction. Conclusion: Nurses tended to be more satisfied with the transformational leadership than transactional leadership style. Therefore, nurses' managers should use transformational leadership style in order to increase nurses' job satisfaction.
International Journal of Nursing Studies, 2010
Context: Numerous policy and research reports call for leadership to build quality work environments, implement new models of care, and bring health and wellbeing to an exhausted and stretched nursing workforce. Rarely do they indicate how leadership should be enacted, or examine whether some forms of leadership may lead to negative outcomes. We aimed to examine the relationships between various styles of leadership and outcomes for the nursing workforce and their work environments. Methods: The search strategy of this multidisciplinary systematic review included 10 electronic databases. Published, quantitative studies that examined leadership behaviours and outcomes for nurses and organizations were included. Quality assessments, data extractions and analysis were completed on all included studies. Findings: 34,664 titles and abstracts were screened resulting in 53 included studies. Using content analysis, 64 outcomes were grouped into five categories: staff satisfaction with work, role and pay, staff relationships with work, staff health and wellbeing, work environment factors, and productivity and effectiveness. Distinctive patterns between relational and task focused leadership styles and their outcomes for nurses and their work environments emerged from our analysis. For example, 24 studies reported that leadership styles focused on people and relationships (transformational, resonant, supportive, and consideration) were associated with higher nurse job satisfaction, whereas 10 studies found that leadership styles focused on tasks (dissonant, instrumental and management by exception) were associated with lower nurse job satisfaction. Similar trends were found for each category of outcomes. Conclusion: Our results document evidence of various forms of leadership and their differential effects on the nursing workforce and work environments. Leadership focused on task completion alone is not sufficient to achieve optimum outcomes for the nursing workforce. Efforts by organizations and individuals to encourage and develop transformational and relational leadership are needed to enhance nurse satisfaction, recruitment, retention, and healthy work environments, particularly in this current and worsening nursing shortage. ß
Leadership Styles of Nurse Managers and Job Satisfaction of Staff Nurses: Correlational Design Study
ESJ, 2019
Aim: This study aimed to determine the relationship between the leadership styles of nurse managers and the job satisfaction of staff nurses in hospital settings in Ha’il City, Saudi Arabia. Methods: The study employed a quantitative correlational research design. The research respondents were staff nurses working under the supervision of nurse managers, who they evaluated for leadership styles, using the multifactor leadership questionnaire developed by Bass and Avolio (1992). At the same time, the staff nurses rated their job satisfaction using the work quality index questionnaire by Whitley and Putzier (1994). Purposive sampling was employed to generate samples of staff nurses from four governmental hospitals in Ha’il City. Findings: The leadership styles of nurse managers, as perceived by the staff nurses, revealed that they were often displaying transformational leadership (M = 2.88), sometimes displaying transactional leadership (M = 2.31) and occasionally displaying laissez-faire leadership (M = 1.38). The staff nurses’ level of job satisfaction yielded responses of ‘somewhat satisfied’ for professional work environment (M = 4.78) and professional relationships (M = 4.95) and ‘neutral’ for autonomy (M = 4.45), work worth (M = 4.5), role enactment (M = 4.34) and benefits (M = 4.23). Transformational leadership correlated with the level of job satisfaction, and yielded an r-value of 0.258, which connoted a low correlation, with a p-value of 0.000. There was a significant relationship between the nurse managers’ transformational leadership style, as perceived by the staff nurses, and the staff nurses’ level of job satisfaction. This implies that, because the nurse managers often manifested transformational leadership, the staff nurses’ level of job satisfaction slightly increased. Moreover, there was a significant relationship between laissez-faire leadership and level of job satisfaction (p-value of 0.006), with a correlation coefficient of ˗0.204 indicating a negative correlation between variables. Conclusion: The nurse managers displayed transformational leadership behaviour more than transactional and laissez-faire leadership styles. The staff nurse respondents were somewhat satisfied with their work environment and professional relationships; however, they were unsure whether they were satisfied with factors such as autonomy, work worth, role enactment and benefits - as reflected in their neutral responses. Transformational leadership styles positively correlated with the nurses’ job satisfaction.
Leadership styles in nursing management: implications for staff outcomes
Journal of Health Sciences, 2016
Introduction: Nursing is a people-centred profession and therefore the issue of leadership is crucial for success. Nurse managers’ leadership styles are believed to be important determinant of nurses’ job satisfaction and retention. In the wake of a global nursing shortage, maldistribution of health workforce, increasing healthcare costs and expanding workload, it has become imperative to examine the role of nurse managers’ leadership styles on their staff outcomes. Using the Path-Goal Leadership theory as an organised framework, this study investigated the leadership styles of nurse managers and how they influence the nursing staff job satisfaction and intentions to stay at their current workplaces.Methods: The study employed a cross-sectional survey design to collect data from a sample of 273 nursing staff in five hospitals in the Eastern Region of Ghana. Descriptive and regression analyses were performed using SPSS version 18.0Results: Nurse managers used different leadership sty...