ABSTRACT
Further analysis of a previously reported transformational leadership study indicated that the study's 81 excellent nurse executives can be further delineated into four groups based on the difference between the scores of nurse executives and staff for transformational and transactional leadership. Part 1 reports questionnaire results, indicating that staff identify two groups as more highly transformational. Part 2 will identify further characteristics of these groups based on interview data results.
Subject(s)
Leadership , Nurse Administrators , Humans , Nursing Evaluation Research , Surveys and QuestionnairesSubject(s)
Hospitals/statistics & numerical data , Labor Unions/statistics & numerical data , Collective Bargaining/statistics & numerical data , Data Collection , Hospital Bed Capacity/statistics & numerical data , Hospitals/classification , Humans , Labor Unions/legislation & jurisprudence , Multi-Institutional Systems/statistics & numerical data , Ownership/statistics & numerical data , Personnel, Hospital/legislation & jurisprudence , Personnel, Hospital/statistics & numerical data , United StatesABSTRACT
Effective nurse executive leadership is paramount in today's health care environment. Such leadership includes the qualities of a transformational leader and, to a lesser extent, a transactional leader. A study conducted among excellent nurse executives and members of their immediate staff showed that all executives were predominantly transformational leaders but also possessed transactional leadership skills.
