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ABSTRACT Introduction: Leadership is the ability to guide subordinates in a direction or decision so that they can perform a task or achieve a goal that leaves them feeling empowered and accomplished. Leaders are capable of producing changes and at the same time, they inspire others to do the same. This research analysed gender-based differences and dimensions of nursing leadership styles in 18 hospitals in Andalusia, a region of southern Spain. Methods: The sample population of the study comprised 335 subjects, who were middle managers in 18 public regional hospitals in Andalusia. The instrument used to measure different leadership styles was the Multifactor Leadership Questionnaire (MLQ 5X-Short form), which is composed of 45 items. Results: The study showed that the most predominant leadership style was transactional leadership with a mean value of M = 4.22 (standard deviation [SD] = 0.42) followed by transformational leadership with a mean value of M = 3.97 (SD 0.45). Of the three styles analysed, transactional leadership had the highest statistical median for both male and female subjects. From a gender-based perspective, transformational leadership showed statistically significant differences (p < 0.01) between men and women. This was true for leadership styles as well as for the dimensions that define each style. Conclusion: The most frequent leadership style in middle nursing management in Andalusian hospitals was transactional leadership. In regard to the three leadership styles as well as their dimensions, the female subjects obtained the highest scores. This means that from a gender-based perspective, female nursing managers had better performance levels than their male counterparts in the regional hospital system in Andalusia.
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Humans , Male , Female , Adult , Middle Aged , Young Adult , Nursing, Supervisory , Hospitals, Public/organization & administration , Leadership , Nursing Service, Hospital/organization & administration , Socioeconomic Factors , Spain , Sex FactorsABSTRACT
@#Introduction: In the present scenario there are many qualified nursing human resources with flawless emotional personality but with errors in job accomplishment, lack of accuracy and delays in working completion, low working motivation, as well as careless and insincere working. The qualified nursing human resources must consist of nurses with a passion for work and with creativity. They must be proactive, with great deal of warmth and smiles. Based on the required nursing competences, it is found that the on-duty nurses should acquire several vital proficiencies such as leadership qualities, proper working procedures, interpersonal/soft skills, and environmental control. Soft skills may be developed and improved through various ways like trainings, modification of the environment, and with appropriate nursing education. Methods: The research population consists of 18 master's degree nursing students of a hospital divided into a control and experimental group (total sampling), and 47 on-duty nurses who are collected through a random sampling technique. Results: The results of the present study show that the implementation of transformational leadership model is effective to improve nurses' soft skills in terms of self-assurance, communication, compliance, teamwork, precision, discipline and problem solving. There were also noteworthy changes after the model implementations based on 1st month and 2nd month and then on those at 1st month and 3rd month. Conclusion: The Soft Skills-Based Transformational leadership model is highly applicable in nursing care units of all hospitals to meet the challenges of the world in improving human resources by means of improvement of performance. With respect to soft skills and intrapersonal skills as well as the frequently neglected nurses' daily activities and portfolio worksheets are highly effective in dealing with the model applications.
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Objective@#To explore mechanism of how nurse managers' transformational leadership affects patient satisfaction, and to examine the mediating role of nurses' psychological empowerment.@*Methods@#A total of 140 nurses and 310 patients in Sun Yat-sen University Cancer Center were surveyed. The Leadership Practice Inventory-other, the Psychological Empowerment Scale and two items from the Hospital Consumer Assessment of Healthcare Providers and Systems Survey (Chinese version) were used to measure nurse-perceived nurse managers' transformational leadership behaviors, nurses' psychological empowerment and patient satisfaction. The descriptive statistics and correlation analysis were performed using the SPSS 20.0. software package, and the structure equation modeling was performed using the MPlus 7.0.@*Results@#Higher frequencies of nurse managers adopting transformational leadership were associated with higher level of nurses' psychological empowerment (β=0.665, P < 0.05); higher level of nurses' psychological empowerment was associated with higher overall patient satisfaction (β=0.243, P < 0.05); nurses' psychological empowerment mediated the relationship between nurse managers' transformational leadership and patients' overall satisfaction (β=0.162, P=0.014); the effects of nurse managers' transformational leadership and nurses' psychological empowerment on patients' recommendation of hospital were not statistically significant (P>0.05).@*Conclusions@#Nurse managers are encouraged to adopt transformational leadership, i.e., improving clinical and leadership skills, trying to be nurses' role model, solving problems at work, empowering and motivating nurses, thus to increase nurses' senses of empowerment, and to improve patient satisfaction eventually.
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Objective@#To analyze the correlation between the psychological flexibility of newly recruited nurses and the change leadership behavior of head nurses, so as to guide nursing managers to strengthen management and improve the quality of nursing care of new nursing staff.@*Methods@#From May 2017 to April 2018, 80 new nursing staff were surveyed using the psychological resilience scale and the change leadership style, and their correlation was analyzed.@*Results@#According to the statistics, the total score of psychological reinforcement of new nursing staff was (2.74±0.52)points, the overall level was not high, and the head nurses' change leadership behavior and various dimension scores were positively correlated with the nursing staff's psychological elasticity score (r=0.240, P<0.05).@*Conclusion@#Nursing managers should give full play to the role of the head nurses' transformational leadership behavior, so as to act on the psychological flexibility of nursing staff and improve the overall level of care.
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Abstract This study investigates how leadership intellectual stimulation relates to team positive affect and team learning. We explore the role of positive affect as mediator between leadership intellectual stimulation and team learning. Using a cross-sectional sample of 562 employees, nested within 130 teams from 44 small- and medium-size organizations, we implemented Structural Equation Model analysis at the team level. Results provide evidence of the strong relationship that intellectual stimulation has on team learning and team positive affect, as well as the potential of positive affect for stimulating team learning. Team positive affect serves as a partial mediator between intellectual stimulation and team learning, contributing to explain significant additional variance. Leadership intellectual stimulation is a relevant team social resource that provides support for team learning. Also, positive affect contributes significantly to improve learning among teams. This suggests the importance of developing leadership behaviors that encourage learning and team positive affect, which contributes to team learning and hence, performance.
Resumen Este estudio examina cómo la estimulación intelectual de los líderes se relaciona con el afecto positivo y el aprendizaje de los equipos. En específico, explorarnos el rol mediador del afecto positivo entre la relación de la estimulación intelectual de los líderes y al aprendizaje a nivel de los equipos. Realizamos análisis de modelos de ecuaciones estructurales a nivel grupal utilizando una muestra transversal de 562 empleados, anidados en 130 equipos de 40 pequeñas y medianas organizaciones. Los resultados proveen evidencia de la fuerte relación entre la estimulación intelectual y el afecto positivo, así como del potencial del afecto positivo para estimular el aprendizaje del equipo. El afecto positivo sirve como un mediador parcial contribuyendo a explicar varianza adicional significativa. La estimulación intelectual de los líderes es un recurso social relevante que provee apoyo al aprendizaje en los equipos. Del mismo modo, el afecto positivo contribuye significativamente a mejorar el aprendizaje. Esto sugiere la importancia de desarrollar comportamientos de los líderes que fomenten el aprendizaje y el afecto positivo, los cuales contribuyen al aprendizaje y al desempeño a nivel grupal.
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Organizational Culture , Employee Incentive Plans/organization & administration , Interdisciplinary Placement/history , LeadershipABSTRACT
Objective To understand nurses'perceived transformational leadership behaviors of head nurses, and to survey the status quo of transformational leadership behaviors of head nurses and nurses' performance for goal attainment, to explore the relationship between transformational leadership behaviors of head nurses and nurses'performance for goal attainment. Methods A total of 450 clinical nurses from six 3A hospitals were chosen as the research objects, the nurse general information questionnaire, the transformational leadership questionnaire and nurse's performance for goal attainment scale were used to analyze the status. SPSS17.0 was conducted to sort and analyze data. Results (1)The total score of nurses' perceived transformational leadership behaviors of head nurses was 114.74 ± 18.66,and moral modeling score was significantly higher in 4 dimensions. The total score of nurses'performance for goal attainment was 172.87 ± 25.96, autonomous decision-making score was significantly higher in 7 dimensions.(2)There was a positive correlation relationship between transformational leadership behaviors and each dimension of nurses'performance for goal attainment (r=0.393, P<0.01). Conclusions The results show that the nurses'performance for goal attainment can be positive predict by transformational leadership behaviors. Nursing managers should fully play the positive role of transformational leadership behavior so as to improve nurses'performance for goal attainment.
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Objective To examine the impact of transformational hospital leadership on clinical medical workers'creative work involvement.Methods From February to July 2016,826 clinical medical workers,including 359 doctors and 467 nurses, were randomly selected to complete a transformational leadership scale, a basic needs satisfaction scale and a creative work involvement scale.The data were analyzed using correlation analysis and structural equation model.Results Transformational leadership positively affected autonomy need satisfaction(β=0.40,P<0.001),competence need satisfaction(β=0.33, P<0.001),relatedness need satisfaction(β=0.81,P<0.001)and creative work involvement(β=0.64, P<0.001)respectively.All three needs satisfaction partially mediated the relationship between transformational leadership and creative work involvement.Conclusions Hospital personnel department should launch leaderships training programs to promote transformational leadership,which in turn will meet high level of psychological needs of medical workers,thus encouraging their creative work involvement.
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Un líder posibilita la transformación de las capacidades individuales, convirtiéndolas en fortalezas organizacionales para ponerlas al servicio de la organización y con ello, permitir su sostenibilidad y perdurabilidad. La universidad en el siglo XXI afronta grandes retos, para continuar aportando al desarrollo de la sociedad, desde del cumplimiento de sus funciones misionales: investigación, docencia y extensión. Para enfrentar esos retos, el Liderazgo Transformacional en la gerencia universitaria, incide en la transformación organizacional que posibilita la resolución de problemas relacionados con la financiación institucional, la calidad en la educación, el incremento de la cobertura, o el relacionamiento con la sociedad, entre otros. Este artículo presenta el resultado de un estudio cuantitativo, racional y positivista, que demuestra teóricamente la importancia del Liderazgo Transformacional para enfrentar los problemas y retos derivados del cambio en la gerencia universitaria. Además, mediante la aplicación de la propuesta teórica a un análisis de caso de una universidad concreta, se caracteriza el Liderazgo Transformacional existente, desde la percepción de los seguidores. Para el desarrollo de la investigación, en términos metodológicos, se utilizaron las teorías del Liderazgo Transformacional y la gerencia de las instituciones de educación superior, el juicio de expertos, y la aplicación del formulario Inventario de Prácticas del Liderazgo de Kouzes y Posner -IPL-. Con estas herramientas, se logró validar las hipótesis guía, comprobando la necesidad de utilizar el Liderazgo Transformacional en el proceso de la gerencia universitaria.
A leader enables the transformation of individual capacities, converting them organizational strengths to put them at the service of the organization and thereby allow its sustainability and durability. The University in the XXI Century faces great challenges to continue contributing to the development of society, based on the fulfillment of its missionary functions: Research, teaching and extension. Transformational Leadership stands out as one of the best tools for university management to allow the organizational transformation that leads to solve problems such as financing quality in education, increased coverage, and relationships with society, among others. This work, through a quantitative, rational positivist study aimed to demonstrate theoretically the importance of Transformational Leadership in university management to face change and university transformation; And on the other hand, through a case analysis, characterize the Transformational Leadership present in the University, from the perception of the followers. For this purpose, theories of transformational leadership and management of higher education institutions, expert judgment, and the application of the Leadership Practices Inventory form of Kouzes and Posner -IPL- were used. Among the main results, the guiding hypotheses were validated, confirming the need to use Transformational Leadership in the process of the university management.
Este artigo tem por objetivo analisar a expansão da influência da China na América Latina nos campos econômico e militar bem como os Estados Unidos reagiu a este. Pois será utilizada a metodologia do estudo de caso-Venezuela, Bolívia e Equador, já que é onde a China tem uma forte presença e, especialmente, porque são países, como a potência asiática, têm um anti-política americano ou soberanista que busca consolidar uma ordem mundial multipolar A principal constatação é que a China não representa uma séria ameaça para os EUA no curto prazo, e de fato, a expansão da sua influência na região tem sido percebida pelo governo dos EUA como uma oportunidade. Isto é devido a várias razões: China tem implementado uma política cautelosa e pragmática que visa consolidar as suas metas nacionais sem desafiar diretamente a hegemonia dos EUA na região, reforçada por restrições internas que levam a liderança chinesa a optar por uma atitude menos ativista na atitude reorganização político-militar do mundo. Por outro lado, graças aos Estados Unidos, que está em uma fase de declínio de sua hegemonia na região, preferem promover os seus interesses em um quadro de cooperação e não de confronto, na esperança de tirar proveito desta nova situação.
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Objective To explore the correlations between work engagement and transformational leadership among PICC specialized nurses.Method A total of 176 PICC specialized nurses recruited from Shandong Province by convenience sampling method were involved in the study by the Utrecht work engagement scale (UWES-9) and transformational leadership scale.Results The average scores of work engagement and transformational leadership were (39.21±11.56) and (89.68±23.52).Work engagement dedication and absorption were positively correlated to transformational lendership (P＜0.05).Conclusion Hospital administrators should plan a clear direction for the development of the PICC specialized nurses to enhance their work engagement.
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Objective To investigate the correlation between transformational leadership style and nurses' job satisfaction in emergency department.Method The survey was done among 168 emergency department nurses from 4 first class hospitals in Guangzhou by the demographic information,multifactor leadership questionnaire and Chinese nurses' job satisfaction scale to investigate the status of transformational leadership style perceived by nurses and nurses' job satisfaction in the emergency departments.Results The score of transformational leadership style perceived by the nurses in the emergency department was (50.60±14.40) and jop satisfaction was (79.80±13.30).The transformational leadership style was positively correlated with nurses' job satisfaction (P＜0.01).Conclusions The transformational leadership style is middle-high level.The nurses' job satisfaction is at low level,Nursing managers should play an active role in transformational leadership style to enhance nurses' job satisfaction in emergency departments.
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Objetivo. Examinar el impacto del liderazgo transformador, la confianza en el supervisor y la flexibilidad laboral sobre la identificación del trabajador con su organización (IDO). Método. Se realizó un estudio empírico, cuantitativo y transversal, enmarcado en la teoría de la identidad social. Se trabajó con una muestra intencional de 257 empleados de empresas argentinas con regímenes de trabajo flexible. Los participantes completaron las escalas de identificación organizacional, liderazgo transformador, confianza en el supervisor y flexibilidad laboral. El modelo de mediación moderada postulado fue probado usando análisis de regresión múltiple y análisis de efectos condicionales. Resultados. La confianza en el supervisor medió las relaciones entre el liderazgo transformador y la IDO, afinidad (ß = 0.29, z = 4.26, p < 0.001) e imitación (ß = 0.31, z = 4.45, p < 0.001). Estas relaciones fueron moderadas por la flexibilidad laboral, siendo más fuertes sobre la IDO por afinidad (ß = 0.35, p < 0.05, IC 95% [0.29, 0.41]). Conclusión. Los líderes transformadores influyen sobre la IDO de los trabajadores a través de la confianza que generan, en tanto que la flexibilidad laboral amplifica tales relaciones. Se indican las implicaciones prácticas de estos hallazgos y se señalan las fortalezas y debilidades del trabajo realizado.
Objective. To examine the impact of transformational leadership, the trust in the supervisor, and labor flexibility on the identification of the worker with his or her organization (OI). Method. An empirical, quantitative and transversal study, framed in the social identity theory, was carried out. A sample of 257 Argentinean employees of companies with flexible work schedules was studied. The scales of Organizational identification, Transformational leadership, Trust in supervisor, and Labor flexibility were filled by participants. The moderated mediation model postulated was tested using multiple regression analysis, and analysis of conditional effects. Results. Trust in the supervisor mediated the relationship between transformational leadership and OI, either by affinity (p = 0.29, z = 4.26, p < 0.001), or by imitation (p = 0.31, z = 4.45, p < 0.001). Such relationships were moderated by labor flexibility, being stronger on the OI by affinity (p = 0.35, p < 0.05, CI 95% [0.29, 0.41]). Conclusion. Transformational leaders influence on the OI of their followers through the trust generated, while labor flexibility amplifies such relationships. The practical implications of these findings are presented, and the strengths and weaknesses of the work performed are indicated.
Escopo. Analisar o impacto da liderança transformacional, a confiança no supervisor e a flexibilidade do trabalho sobre a identificação do trabalhador com a sua organização (IO). Metodologia. Foi realizado um estudo empírico, quantitativo e transversal, enquadrado na teoria da identidade social. O trabalho foi feito com 257 funcionários argentinos, de empresas que oferecem aos seus trabalhadores a possibilidade de horários de trabalho flexíveis. As escalas de Identificação organizacional, Liderança transformacional, Confiança no supervisor e Flexibilidade laboral foram preenchidos pelos participantes. O modelo de mediação moderada postulado foi testado utilizando análise de regressão múltipla, e análise dos efeitos condicionais. Resultados. A confiança no supervisor mediou as relações entre liderança transformacional e IO, afinidade (p = 0.29, z = 4.26; p < 0.001), e imitação (p = 0.31, z = 4.45; p < 0.001). Essas relações foram moderadas pela flexibilidade laboral, sendo mais fortes sobre a IO por afinidade (p = 0.35; p <0.05, IC 95% [0.29, 0.41]). Conclusão. Os líderes transformacionais influenciam a identificação de trabalhadores através da confiança gerada, enquanto que a flexibilidade laboral amplifica tais relações. São apresentadas as implicações práticas destes resultados e são indicados os pontos fortes e fracos do trabalho executado.
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Humans , Identification, Psychological , Trust , LeadershipABSTRACT
El objetivo fue describir la relación entre el liderazgo transformacional-transaccional del líder con la conducta de compartir conocimiento de los colaboradores. Utilizando un diseño descriptivo-correlacional con análisis regresional y un muestreo incidental, se valoraron 150 trabajadores de dos empresas de Bogotá: 14 líderes y 136 colaboradores. Los instrumentos aplicados fueron el Multifactor Leadership Questionarie de Bass & Avolio adaptado por Vega & Zavala (2004) y la escala de Compartir Conocimiento de Castañeda (2010). El análisis estadístico se realizó con el paquete estadístico IBM-SPSS STATISTIC 20,0. Entre los líderes se encontró que el 43% se caracteriza por un liderazgo de baja efectividad (bajo nivel transformacional y transaccional) y el 40%, por un liderazgo de rango completo (alto nivel transformacional y transaccional). En los colaboradores, el compartir conocimiento puntuó entre 4,3 y 5,4/6,0; sobresale compartir experiencias e ideas y, en menor nivel, compartir documentos y conocimientos. Desde la perspectiva de los jefes, el liderazgo transaccional correlacionó significativamente (r=0,63; p=0,01) con compartir conocimiento, pero esta conducta no correlacionó con el liderazgo transformacional (r=0,39; p=0,084). En los colaboradores, el liderazgo transformacional y el transaccional mostraron una relación significativa con compartir conocimiento (r=0,29; p<0,001; r=0,26; p=0,001, respectivamente). Se concluyó que en los líderes, el liderazgo transaccional se relaciona con la conducta de compartir conocimiento, y las recompensas tienen un rol importante. No se confirmó la relación entre liderazgo transformacional y la conducta de compartir conocimiento, pero ésta si se da en los colaboradores. Se sugiere a la cultura organizacional como variable mediadora en la relación entre liderazgo transformacional y compartir conocimiento.
The purpose of this paper was to study the relationship between transformational and transactional leadership and the sharing of knowledge. A descriptive correlational design with regression analysis and a casual sampling method were used. The sample comprised 150 employees from two companies in the city of Bogotá, .D.C., Colombia, of which 14 were leaders and 136 were collaborators. Instruments used were the Multi-factor Leadership Questionnaire developed by Bass and Avolio (2000) and adapted by Vega & Zavala (2004), and the Escala de Compartir Conocimiento [Sharing Knowledge Scale ] developed by Castañeda (2010). Statistical analysis was performed with IBM-SPSS STATISTIC 20.0. Among leaders it was found that 43% of them are characterized by a low effectiveness leadership (low transformational and transactional) and 40% of them show a full range leadership (high transformational and transactional). Among collaborators, sharing of knowledge scored between 4.3 and 5.4 /6.0; sharing experiences and ideas stand out and to a lesser level, sharing documents and knowledge. Among leaders, transactional leadership significantly correlated (r=0.63; p=0.01) with sharing of knowledge but this behavior did not correlate with the transformational style (r=0.39; p=0.084); while among collaborators, transformational and transactional leadership showed a significant relationship with sharing of knowledge (r=0.29; p<0.001; r=0.26; p=0.001, respectively). It was concluded that from the perspective of the leaders, there is a relationship between transactional leadership and the behavior of sharing knowledge, and that rewards play an important role. Among leaders, the relationship between transformational leadership and sharing of knowledge was not confirmed, but it was confirmed in collaborators. Organizational culture is suggested as a mediating variable in the relationship between transformational leadership and the sharing of knowledge.
O objetivo foi descrever a relação entre a liderança transformacional-transacional do líder com a conduta de compartilhar conhecimento dos colaboradores. Utilizando um desenho descritivo-correlacional com análise regressional e uma amostragem incidental, avaliaram-se 150 trabalhadores de duas empresas de Bogotá: 14 líderes e 136 colaboradores. Os instrumentos aplicados foram o Multifactor Leadership Questionarie de Bass & Avolio adaptado por Vega & Zavala (2004) e a escala de Compartilhar Conhecimento de Castañeda (2010). A análise estatística realizou-se com o pacote estatístico IBM-SPSS STATISTIC 20,0. Entre os líderes encontrou-se que 43% se caracteriza por uma liderança de baixa efetividade (baixo nível transformacional e transacional) e 40%, por uma liderança de nível completo (alto nível transformacional e transacional). Nos colaboradores, o compartilhar conhecimento pontuou entre 4,3 e 5,4/6,0; sobressaí compartilhar experiências e ideias e, em menor nível, compartilhar documentos e conhecimentos. Desde a perspectiva dos chefes, a liderança transacional correlacionou significativamente (r=0,63; p=0,01) com compartilhar conhecimento, mas esta conduta não se correlacionou com a liderança transformacional (r=0,39; p=0,084). Nos colaboradores, a liderança transformacional e a transacional mostraram uma relação significativa com compartilhar conhecimento (r=0,29; p<0,001; r=0,26; p=0,001, respectivamente). Conclui-se que nos líderes, a liderança transacional se relaciona com a conduta de compartilhar conhecimento, e as recompensas têm um papel importante. Não confirmou-se a relação entre liderança transformacional e a conduta de compartilhar conhecimento, mas a mesma se dá nos colaboradores. Sugere-se a cultura organizacional como variável mediadora na relação entre liderança transformacional e compartilhar conhecimento.
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Humans , Male , Female , Adult , Knowledge Management , LeadershipABSTRACT
Objective To investigate the status quo of transformational leadership,psychological empowerment,team psychological safety and team effectiveness,and test whether the supposed structural equation is tenable.Methods Totally 380 nurses completed the Transformational Leadership Questionnaire,Psychological Empowerment Questionnaire,Team Psychological Safety Questionnaire and Team Effectiveness Questionnaire,structural equation model was used to verify the relationship of the above,Bootstrapping confidential interval and product of coefficient were used to test the mediating effect.Results Significant correlations were found between transformational leadership,psychological empowerment,team psychological safety and team effectiveness (P ＜ 0.01),transformational leadership played indirect effect on team effectiveness (Z=6.195,P ＜ 0.05),psychological empowerment and psychological safety had a totally mediation effect.Conclusions Healthcare workers should make psychological empowerment and team psychological safety as the breakthrough point,fully play the advantages of transformational leadership on team effectiveness in order to increase the working ability of nurses and make them complete the clinical work effectively and with high quality.
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Objective The study aimed to investigate the influence of head nurse's transformational leadership style on emotional labor and psychological empowerment of nurses.Methods Totally 851 staff nurses from four 3A hospitals were investigated with the Transformational Leadership Style Sub Scale of Multifactor Leadership Questionnaire,Psychological Empowerment Scale and Emotional Labor Scale.Results The head nurse's transformational leadership style scored (2.41±0.81).The psychological empowerment of nurses scored (3.27±0.47),its autonomy dimension scored (3.81±0.50),staying at medium level.The emotional labor of nurses scored (3.68±0.61),its deep acting dimension scored (4.67±0.76),which was above medium level.The indirect correlation coefficient between head nurse's transformational leadership style and emotional labor (r=-0.13) was far higher than direct correlation coefficient (r=-0.04).The psychological empowerment was the full mediation variable by which head nurse's transformational leadership style influence emotional labor of nurses.Conclusions Head nurse's transformational leadership style can enhance nurse's selfefficacy,cognition of work significance and work autonomy,so that nurse's deep acting and positive perception of emotional display can be increased,and nurse's emotional exhaustion and job burnout can be decreased to retain nurses.
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Objective To explore the impact of transformational leadership on nurses'professional quality of life and organizational commitment by hierarchical linear modeling (HLM).Methods A total of 44,6 clinical nurses were investigated with demography questionnaire,professional quality of life questionnaire,organizational commitment questionnaire and transformational leadership questionnaire.Results The transformational leadership had positive predict ability to the nurses'compassion satisfaction,secondary traumatic stress and organizational commitment.The transformational leadership had negative predict ability to burnout.The transformational leadership could adjust the relationship between compassion satisfaction,secondary traumatic stress and organizational commitment.Conclusions The transformational leadership provides theoretical reference for nursing managers to effectively lead the team,increase professional life quality of the nurses,and then improve the level of organizational commitment of the nurses.
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El liderazgo un fenómeno de estudio y de interés desde diferentes áreas y disciplinas, se define como el proceso de dirigir en las actividades laborales de los miembros de un grupo y se reconoce como componente fundamental que influye en la efectividad general de una organización. La Enfermería como disciplina, es un proceso que promueve y contribuye a la mejora de las condiciones de salud y vida de la población, el logro de objetivos de cuidado propios de la profesión, y el alcance de las metas propuestas en los servicios de salud, por ello favorece el desarrollo social, profesional y organizacional. El objetivo de este estudio fue identificar las características de liderazgo de los estilos Transaccional y Transformacional en los profesionales de Enfermería, a partir de la aplicación del cuestionario MLQ 5x en una IPS de Bogotá en el año 2012, con el fin de contribuir en el mejoramiento de la calidad en la prestación de servicios de la institución. El estudio fue de tipo cuantitativo, descriptivo y transversal. Se aplicó el instrumento MLQ-5X versión corta, basado en la teoría de Bass y Avolio sobre el Liderazgo Transformacional y Transaccional y sus características, a 77 profesionales de enfermería. Como resultado se encontró que los profesionales de Enfermería de la institución identificaron sus características de liderazgo pertenecientes al liderazgo transformacional como son: Influencia Idealizada Conductual en un 65%, Motivación Inspiracional en un 80%, Estimulación Intelectual en un 70%, Consideración Individualizada en un 70%, Esfuerzo Extra en un 80%, Efectividad en un 80% y Satisfacción en un 85%. Se concluyó que en lo concerniente al estudio realizado, se indica que éste permitió identificar las características del liderazgo transformacional y transaccional a través del cuestionario MLQ 5x en la versión líder, con relación a las características del liderazgo transformacional se identificaron las siguientes características de liderazgo Influencia Idealizada Conductual 62%, Motivación Inspiracional 80%, Estimulación Intelectual 70%, Consideración Individualizada 70%, Esfuerzo Extra 80%, Efectividad 80%, Satisfacción 85%. Se encuentra un liderazgo transformacional con tendencia a la categoría alta y un liderazgo transaccional con tendencia a la categoría baja. Por otra parte, respondiendo al objetivo de identificar las características del liderazgo transaccional en los profesionales de Enfermería de la IPS se encontró que los profesionales de Enfermería poco se identifican con estas características teniendo así unos porcentajes como en Recompensa contingente un 58.3%, Excepción Activa 36.2% y excepción pasiva 8.28%. Se identificó que el liderazgo transformacional es el estilo predominante en los profesionales en esta IPS, se encuentra un liderazgo transformacional con tendencia a la categoría alta y un liderazgo transaccional con tendencia a la categoría baja. Es importante incluir en el área de Educación de Enfermería de la institución el tema del liderazgo implementando programas y estrategias que ayuden en el desarrollo de líderes, así como proyectos de educación permanente, exponiéndolo en seminarios, talleres, congresos o simposios, utilizando como base este estudio, donde se establezcan estrategias que fomenten y fortalezcan las características de este Modelo de Liderazgo de Rango Total en el profesional de enfermería.
Leadership, a study and interest phenomenon observed from different areas and disciplines, defined as the process of leading members of a group in their work activities, is recognized as a fundamental component which influences the general effectiveness of an organization. Nursing, as a discipline, is a process that promotes and contributes to the improvement of health and life conditions of the population, achieving health care objectives inherent to the profession, and fulfilling the proposed goals in health services, favoring social, professional and organizational development. This study's objective was to identify the leadership characteristics of the Transactional and Transformational styles in the nursing profession, by applying the MLQ 5x questionnaire at an IPS in Bogota during 2012, in order to contribute in improving the quality of the services rendered by the institution. This was a quantitative, descriptive, and transversal study. The short version of the MLQ-5X instrument based on the Bass and Avolio theory on Transformational and Transactional Leadership and its characteristics was applied to 77 nursing professionals. The result showed that nursing professionals of the institution identified their leadership characteristics pertaining to transformational leadership such as: Idealized Influence Behavior 65%, Inspirational Motivation 80%, Intellectual Stimulation 70%, Individualized Consideration 70%, Extra effort 80%, Effectiveness 80%, and Satisfaction 85%. Regarding the performed study it was concluded that, it allowed the identification of the transformational and transactional leadership characteristics by means of the MLQ 5x questionnaire in leader version. In relation to transformational leadership characteristics the following were identified: Idealized Influenced Behavior 62%, Inspirational Motivation 80%, Intellectual Stimulation 70%, Individualized Consideration 70%, Extra effort 80%, Effectiveness 80% and Satisfaction 85%. As a result there is a transformational leadership with tendency towards a high category and a transactional leadership with tendency towards a low category. On the other hand in response to the objective of identifying transactional leadership characteristics in nursing professionals of the IPS, it was found that nursing professionals are less identified with these characteristics, having percentages such as Contingent Reward 58.3%, Active Exception 36.2% and Passive Exception 8.28%. Regarding the third and last objective, transformational leadership was identified as the predominating style in the professionals of this IPS, a transformational leadership with tendency towards a high category and a transactional leadership with tendency towards a low category were found. It is important to include within the Nursing Education area of the institution the topic of leadership, implementing programs and strategies which help develop leaders, as well as permanent educational projects, by means of seminars, workshops, congresses or symposium, using this study as the base, where strategies are established to promote and strengthen the characteristics of this Total Range Leadership Model in nursing professionals.
Subject(s)
Humans , Male , Female , Leadership , Nurses , Quality Improvement , Health ServicesABSTRACT
This study aimed to clarify the validity of the short scale of Transformational Leadership used by the Human System Audit (short HSA-TFL). The need of today's enterprises for combined assessment of transformational leadership and quality-related performance in wider contexts requires short instruments based on scientific research. Convergent, construct and criterion validity of the short HSA-TFL were analyzed. Comparison of the short HSA-TFL with the Multifactor Leadership Questionnaire (MLQ-5X) showed high convergent validity. Exploratory factor analysis with hospital workers in Spain (N = 625) showed the single factor structure of the Spanish version of the HSA-TFL. Confirmatory factor analysis using three further samples of hospital workers (N = 776) from different european countries confirmed a single factor. As regards criterion validity, the results indicated that the short HSA-TFL is positively related in all four countries to subjective performance. In sum, the results provide empirical evidence for the validity of the short HSA-TFL scale.
La necesidad de las empresas de evaluar el liderazgo transformacional en un contexto amplio y combinado con rendimiento de calidad, requiere instrumentos cortos y, al mismo tiempo, basados en evidencia científica. El objetivo de este estudio fue analizar la validez (convergente, de constructo y de criterio) de la escala corta del Liderazgo Transformacional, usada por la Auditoria del Sistema Humano (short HSA-TFL). La comparación con el Multifactor Leadership Questionnaire (MLQ-5X) aportó valores de alta validez convergente. El análisis factorial exploratorio con empleados del sector sanitario en España (N = 625) del HSA-TFL, sugiere una estructura unifactorial, que fue confirmada mediante análisis factorial confirmatorio, realizado con otras tres muestras de empleados del sector hospitalario de varios países europeos (N = 776). Asimismo, los resultados muestran, en los cuatro países, una relación positiva del HSA-TFL con el rendimiento subjetivo (validez de criterio). En conclusión, la versión breve del HSA-TFL es válida para el análisis del liderazgo transformacional.
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Objetivo. El objetivo de esta investigación fue evaluar la relación entre el estilo de liderazgo transformacional y la aceptación al cambio organizacional en trabajadores de dos empresas de Bogotá, pertenecientes al sector económico terciario. Método. Es una investigación no experimental con un diseño correlacional. Se aplicó el instrumento de medición al cambio organizacional (IMC) a 9 jefes o líderes de cargos medios y el cuestionario liderazgo multifactor (MLQ) a 62 operarios. Resultados. En los resultados se evidencian asociaciones significativas y positivas entre efectividad y comunicación en un 0,685. Conclusión. Se concluye que la comunicación y la actitud al cambio son elementos importantes en un proceso de cambio organizacional. Para efectos de futuras investigaciones se podría ampliar la muestra y adaptar el cuestionario de liderazgo transformacional a la población colombiana.
Objective. The objective of this research was to evaluate the relationship between transformational leadership styles and the acceptance of organizational change in workers of two companies in Bogotá, belonging to the terciary economic sector. Method: This was non-experimental research with a correlational design. The instrument for measuring organizational change (IMC) was applied to 9 middle management (IMC) bosses or leaders, and the multifactor leadership questionnaire (MLQ) to 62 other workers. Results. The results showed significant and positive relationships between effectiveness and communication at 0.685. Conclusion. It was concluded that communication and attitude to change are important elements in a process or organizational change. In future research the sample could be increased, and the questionnaire could be adapted to transformational leadership with the Colombian population.
O escopo de esta pesquisa foi avaliar a relação entre a forma de liderança transformacional e a aceitação à mudança organizacional em trabalhadores de duas empresas de Bogotá pertencentes ao setor econômico terciário. Metodologia. É uma pesquisa não experimental com um desenho cor relacional. Foi aplicado o instrumento de medição à mudança organizacional (IMC) em 9 chefes ou líderes de cargos médios e o questionário liderança multi-fator. (MLQ) em 62 operários. Resultados. Nos resultados foram evidenciadas associações significativas e positivas entre a efetividade e comunicação em um 0,685. Conclusão. Concluiu-se que a comunicação e a atitude são elementos importantes em um processo de mudança organizacional. Para efeito de futuras pesquisas pode-se ampliar a amostra e adaptar o questionário de liderança transformacional à população colombiana.
Subject(s)
Humans , Organizations , Leadership , Social Desirability , Effectiveness , Attitude , Communication , CambiumABSTRACT
Objective To explore the relationship between leadership of head nurses and nurse job satisfaction. Methods By generalized stratified sampling, 207 nurses who were in accordance with the inclusion were selected from 2 hospitals in China. To evaluate leadership of head nurses that selected nurses perceived and the status of their job satisfaction, they were asked to complete a questionnaire consisting of transactional subscale and transformational subscale of MLQ, and job satisfaction measurement scale. Results Head nurses were more frequently to be transactional than transformational, and frequencies between the two kinds of leadership that head nurses showed had significant difference. Regarding job satisfaction, nurses had the highest score in colleague and the lowest score in payment. transformational leadership was one of the influential factors on nurse job satisfaction, and were positively correlated with the overall nurse job satisfaction, satisfaction with leaders, satisfaction with communication. Conclusions Head nurses can improve nurse job satisfaction by being more transformational.
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PURPOSE: The Purpose of this study was to identify the relationship among leadership style of nurse managers, job satisfaction, organizational commitment, and turnover intention. METHOD: The subjects were 468 nurses and 19 head nurses who were working at the 3 general hospitals in seoul. The data were collected from July 6 to September 14, 2001 by the structured questionnaires. For data analysis, descriptive statistics, ANOVA, Pearson correlation coefficient, and stepwise multiple regression with SAS package were used. RESULT: 1) The score of the nurse managers' transformational leadership perceived by surbodinates' were higher than that of the nurse managers' transactional leadership. Among 5 subdimensions of the leadership styles perceived by surbodinates', the scores of 'charisma' and 'intellectual stimulation' were highest and 'management by exception' were lowest. 2) 'Charisma', 'intellectual stimulation', 'individual consideration' and 'contingent reward' were positively related to all of variables except 'turnover intention'. 'Management by exception' was negatively related to all of variables and was positively related to 'turnover intention'. 3) 'Job satisfaction' was positively related to 'organizational commitment' and 'Job satisfaction', 'organizational commitment' were negatively related to 'turnover intention'. 4) As a result of stepwise multiple regression analysis, the key determinants of 'turnover intention' were 'organizational commitment' and this explained 44.4% of the total variance of it.