Evaluating Preferred and Perceived Leadership Styles of Nurse Manag... Avolio, BJ, Bass, BM, Walumbwa, FO. A cross-sectional survey was conducted among registered nurses from four inpatient wards in an acute tertiary hospital in Singapore. Overall, registered nurses reported that their nurse leaders exhibited both transformational and transactional leadership behaviours and, to a lesser extent, laissez-faire. eCollection 2019. van de Riet MCP, Berghout MA, Buljac-Samardžić M, van Exel J, Hilders CGJM. Previous studies have reported that over-estimators (i.e.  |  Self-awareness is crucial to good leadership and enables leaders to choose roles where they will succeed, as well as recognise how to build teams that complement their strengths.16. The association of leadership styles and empowerment with nurses’ organizational commitment in an acute health care setting: a cross-sectional study, The impact of leadership styles on nurses’ satisfaction and intention to stay among Saudi nurses, Psychometric properties of the Multifactor Leadership Questionnaire among nurses, Discriminant validity of the organizational commitment questionnaire, An evaluation of precursors of hospital employee turnover, Staff nurse perceptions of nurse manager leadership styles and outcomes, Self-other rating agreement and leader effectiveness, How self-awareness helps a physician become a leader, Transformational leadership moderates the relationship between emotional exhaustion and turnover intention among community mental health providers, SAGE Publications, or Singapore Health Services Pte Ltd, unless otherwise noted. Introduction: Nursing is a people-centred profession and therefore the issue of leadership is crucial for success. For more information view the SAGE Journals Article Sharing page. 2008 Oct;16(7):846-52. doi: 10.1111/j.1365-2834.2008.00938.x. This site needs JavaScript to work properly. Create a link to share a read only version of this article with your colleagues and friends. doi: 10.1371/journal.pone.0218095. Demographics of employees – registered nurses. Experiences of registered nurses as managers and leaders in residential aged care facilities: a systematic review. More specifically, transformational leadership, which refers to a leader’s ability to influence others towards attaining common goals,1 was reported to increase job satisfaction among nursing staff.2 Similarly, relational leadership styles that focus on creating positive relationships were associated with higher patient satisfaction, and reductions in patient mortality, medication errors, restraint use and hospital-acquired infections.3. The majority (n = 93; 84%) were female, Chinese (n = 44; 40%) and between 26 and 30 years of age (n = 49; 44%) (Table 1). Three views of healthcare professionals and managers: A case study. Locate and read three scholarly research articles on the role of leadership in managing quality initiatives in healthcare. They found that the differences in leadership styles explained 5.1% of the variance in 30-day mortality rates between hospitals. Access to society journal content varies across our titles. The results implied a need to incorporate self-awareness elements in nursing leadership development programmes. Can J Nurs Leadersh. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. The Organizational Commitment Questionnaire consisted of 15 items, of which six were negatively phrased, to elicit nurses’ level of affective commitment.10 A Likert scale rating was used, whereby 1 indicated ‘strongly disagree’ and 7 referred to ‘strongly agree’. Differences in ratings for laissez-faire leadership styles were not significant in Wards A and B. This article discusses several leadership styles relevant to contemporary healthcare and nursing practice. Employee–organization linkages: the psychology of commitment, absenteeism and turnover. The nursing staff exhibited moderate levels of job satisfaction. Respondents were asked to complete a questionnaire that consisted of demographic questions, the Multifactor Leadership Questionnaire and the Organizational Commitment Questionnaire, as well as a Three-index item Questionnaire, to elicit turnover intention.