Effect of transformational leadership on job satisfaction and patient safety outcomes

2018 ◽  
Vol 66 (2) ◽  
pp. 180-189 ◽  
Author(s):  
Sheila A. Boamah ◽  
Heather K. Spence Laschinger ◽  
Carol Wong ◽  
Sean Clarke
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Patient Safety ◽  
Safety Outcomes

scholarly journals Changes in Transformational Leadership and Empirical Quality Outcomes in a Finnish Hospital over a Two-Year Period: A Longitudinal Study

2014 ◽  
Vol 2014 ◽  
pp. 1-9 ◽  
Author(s):  
Raija Mäntynen ◽  
Katri Vehviläinen-Julkunen ◽  
Pirjo Partanen ◽  
Hannele Turunen ◽  
Merja Miettinen ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Patient Safety ◽  
Patient Satisfaction ◽  
Nursing Staff ◽  
Safety Culture ◽  
Patient Safety Culture ◽  
Quality Outcomes ◽  
Web Based ◽  
Positive Effects

This paper describes the changes in transformational leadership and quality outcomes that occurred between 2008 and 2011 in a Finnish university hospital that is aiming to meet the Magnet standards. Measurements were conducted in 2008-2009 and subsequently in 2010-2011 by surveying nursing staff and patients. Nursing staff were surveyed using web-based surveys to collect data on transformational leadership (n1=499,n2=498) and patient safety culture (n1=234,n2=512) and using both postal and web-based surveys to gather information on job satisfaction (n1=1176,n2=779). Questionnaires were used to collect data on care satisfaction from patients (n1=678,n2=867). Transformational leadership was measured using the 54-item TLS, job satisfaction with the 37-item KUHJSS, patient safety culture with the 42-item HSPSC, and patient satisfaction using the 42-item RHCS questionnaire. Transformational leadership, which was the weakest area, was at the same level between the two measurement occasions. Job satisfaction scores increased between 2008 and 2010, although they were generally excellent in 2008. The scores for nonpunitive responses to errors and events reported were also higher in the 2010-2011 surveys. The highest empirical outcome scores related to patient satisfaction. The project and the development initiatives undertaken since 2008 seem to have had positive effects on empirical quality outcomes.

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, KEPERCAYAAN KEPADA PEMIMPIN TERHADAP KETERIKATAN KERJA KARYAWAN PADA PT. BALI BIJAKSANA NUSA DUA – BALI

2019 ◽  
Vol 14 (4) ◽  
pp. 2455
Author(s):  
I Putu Dharmawan Pradhana ◽  
Putu Nova Kusuma Hendra
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Employee Engagement ◽  
Regression Coefficient ◽  
Linear Regression Analysis ◽  
Simple Random Sampling ◽  
Multiple Linear Regression Analysis ◽  
Coefficient Of Determination ◽  
Positive Effects ◽  
Trust In Leaders

The purpose of this study was to determine the effect of transformational leadership, job satisfaction, trust in leaders on employee engagement at PT.Bali Bijaksana Nusa Dua – Bali. The number of samples in this study were 75 employees with a simple random sampling method. Data collection used questionnaire. The data analysis technique used is the classical assumption test, multiple linear regression analysis, t-test, F-test and test coefficient of determination. The results of the study show that there are positive and partial positive effects of transformational leadership, job satisfaction, and trust in leaders in increasing employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. The results showed that the transformational leadership regression coefficient (X1) was 0.268 with a value that meant that each increase in transformational leadership variables could increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. Job satisfaction regression coefficient (X2) is equal to 0.303, which means that every increase in job satisfaction variables can increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. Regression coefficient value to leader (X3) is equal to 0.256, which means that every increase in the trust variable in the leader can increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. As  the results of the determination coefficient of 0.657, its means that 65.7% can explain the model or influence of each variable on work engagement, while the rest (100% -65.7% = 34,3%) is explained by other reasons outside research model.

scholarly journals Exploring patient safety outcomes for people with learning disabilities in acute hospital settings: a scoping review

BMJ Open ◽  
2021 ◽  
Vol 11 (5) ◽  
pp. e047102
Author(s):  
Gemma Louch ◽  
Abigail Albutt ◽  
Joanna Harlow-Trigg ◽  
Sally Moore ◽  
Kate Smyth ◽  
...  
Keyword(s):  
Learning Disabilities ◽  
Patient Safety ◽  
Adverse Events ◽  
Grey Literature ◽  
Good Practice ◽  
Hospital Setting ◽  
Eligibility Criteria ◽  
Infant Outcomes ◽  
Safety Outcomes

ObjectivesTo produce a narrative synthesis of published academic and grey literature focusing on patient safety outcomes for people with learning disabilities in an acute hospital setting.DesignScoping review with narrative synthesis.MethodsThe review followed the six stages of the Arksey and O’Malley framework. We searched four research databases from January 2000 to March 2021, in addition to handsearching and backwards searching using terms relating to our eligibility criteria—patient safety and adverse events, learning disability and hospital setting. Following stakeholder input, we searched grey literature databases and specific websites of known organisations until March 2020. Potentially relevant articles and grey literature materials were screened against the eligibility criteria. Findings were extracted and collated in data charting forms.Results45 academic articles and 33 grey literature materials were included, and we organised the findings around six concepts: (1) adverse events, patient safety and quality of care; (2) maternal and infant outcomes; (3) postoperative outcomes; (4) role of family and carers; (5) understanding needs in hospital and (6) supporting initiatives, recommendations and good practice examples. The findings suggest inequalities and inequities for a range of specific patient safety outcomes including adverse events, quality of care, maternal and infant outcomes and postoperative outcomes, in addition to potential protective factors, such as the roles of family and carers and the extent to which health professionals are able to understand the needs of people with learning disabilities.ConclusionPeople with learning disabilities appear to experience poorer patient safety outcomes in hospital. The involvement of family and carers, and understanding and effectively meeting the needs of people with learning disabilities may play a protective role. Promising interventions and examples of good practice exist, however many of these have not been implemented consistently and warrant further robust evaluation.

scholarly journals Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110067
Author(s):  
Sehrish Ilyas ◽  
Ghulam Abid ◽  
Fouzia Ashfaq ◽  
Muhammad Ali ◽  
Wasif Ali
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Employee Voice ◽  
Voice Behavior ◽  
Multiple Mediation ◽  
Significant Difference ◽  
The Relationship

Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.

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