scholarly journals Conflict management strategies used by Portuguese nurse managers

2020 ◽  
Vol 73 (suppl 6) ◽  
Author(s):  
Maria Manuela Martins ◽  
Leticia de Lima Trindade ◽  
Lara Vandresen ◽  
Simone Coelho Amestoy ◽  
Ana Paula Prata ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Health Services ◽  
Conflict Management ◽  
Leadership Style ◽  
Nurse Managers ◽  
Management Strategies ◽  
Correlational Study ◽  
Daily Lives ◽  
Transformational Leadership Style ◽  
Probabilistic Sample

ABSTRACT Objectives: to analyze the perception and conflict management strategies used by nurses in the management of people in Portuguese health services. Methods: descriptive, correlational study, carried out in Portuguese health services, with an intentional non-probabilistic sample, totaling 95 nurse managers. A questionnaire and Conflict Management Scale were used, analyzing the variables of managerial activities and conflict management, with the aid of software. Results: it was identified that 60% of the managers, report having to mediate conflicts daily, and the majority report adopting dialogue in conduct. However, through the Kruskal-Wallis test, it was shown that enforcement strategies in conflict management prevail (p = 0.008), with collaborative ones being more restricted to monthly intervals (p = 0.049). Conclusions: managers perceive the importance of collaboration in the mediation of conflicts, however, in their daily lives; they tend to maintain imposing behaviors, signaling for a little transformational leadership style.

scholarly journals The Impact of Transformational Leadership Style on Nurse’s Self-Esteem of Public Hospitals of Lahore Pakistan

2016 ◽  
Vol 3 (4) ◽  
pp. 287-293
Author(s):  
Muhammad Afzal ◽  
Ali Waqas ◽  
Amina Farooq ◽  
Muhammad Hussain
Keyword(s):  
Health Care ◽  
Transformational Leadership ◽  
Health Services ◽  
Leadership Style ◽  
Health Sector ◽  
Self Esteem ◽  
Public Hospitals ◽  
The Self ◽  
Transformational Leadership Style ◽  
The Impact

Efficient health services require the self-confident and capable medical staff. This milestone cannot be achieved without the flexible and supportive leadership. In the developing countries, health sector has been facing the critical issues like lack of staff, management focus, health facilities and other challenges. Therefore, it is the need of time that supportive and flexible environment should be provided to the nurses so that the self-esteem can be increased and efficient health services can be ensured. Moreover, leaders play a vital role to create the flexible environment that increases the nurse’s self-esteem. Thus, the current study investigates the influence of transformational leadership style on the nurse’s self-esteem of public hospitals of Lahore, Pakistan. The self-administered questionnaire was distributed to 200 nurses of two major public hospitals (Mayo hospital and Jinnah hospital) of Lahore, Pakistan through simple random sampling. The results of the current study reveal that transformational leadership style has significant and positive relationship with nurse’s self-esteem. Therefore, health care sector authorities should adopt the transformational leadership style to enhance the nurse’s self-esteem in their sector to ensure the efficient health care services. Furthermore, limitations and recommendations are given in the last chapter. Int. J. Soc. Sc. Manage. Vol. 3, Issue-4: 287-293

Traits of transformational leaders in nursing: emotional intelligence counts?

2021 ◽  
Vol 27 (12) ◽  
pp. 1-6
Author(s):  
Huthaifah Khrais ◽  
Mohammad Alsadi
Keyword(s):  
Emotional Intelligence ◽  
Transformational Leadership ◽  
Clinical Experience ◽  
Leadership Style ◽  
Nurse Managers ◽  
Demographic Data ◽  
Healthcare Outcomes ◽  
Transformational Leadership Style ◽  
Trait Emotional Intelligence Questionnaire ◽  
Managerial Experience

Background/Aims In the complex healthcare industry, transformational leadership and emotional intelligence in managers can achieve better outcomes. However, there is a lack of knowledge about the interaction between these two features. This study explored the traits of transformational leadership among the nurse managers in Jordan, focusing on the trait of emotional intelligence in critically-selected demographics. Methods A descriptive correlational research design was conducted. A total of 57 nurse managers from an acute referral hospital in Jordan completed the Multifactor Leadership Questionnaire and the 30-item Trait Emotional Intelligence Questionnaire to measure transformational leadership and emotional intelligence respectively. Demographic data were also collected on participants' age, gender, years of clinical experience and years of managerial experience. Results There was a strong direct relationship between transformational leadership style and emotional intelligence. Male nurses with more than 15 years of clinical experience showed more transformational leadership practices and the highest levels of emotional intelligence among this cohort. Conclusions Emotional intelligence is a vital component of effective transformational leadership, which promotes a healthy work environment and better healthcare outcomes.

scholarly journals Communication Skills and Transformational Leadership Style of First-Line Nurse Managers in Relation to Job Satisfaction of Nurses and Moderators of This Relationship

Healthcare ◽  
2021 ◽  
Vol 9 (3) ◽  
pp. 346
Author(s):  
Nadežda Jankelová ◽  
Zuzana Joniaková
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Communication Skills ◽  
Leadership Style ◽  
Nurse Managers ◽  
Direct Effects ◽  
Psychosocial Work ◽  
First Line ◽  
Span Of Control ◽  
Transformational Leadership Style

The job satisfaction of nurses is reflected in almost all organizational outputs of medical facilities. First-line nurse managers (FLNMs), who are directly related to subordinate nurses, have a great influence on this satisfaction. The aim of our paper is to examine the connection between communication skills and the transformation style of FLNMs management with the job satisfaction of nurses and to verify the influence of three moderators on the strength of this relationship. The chosen moderators—the practice of managing FLNMs, the degree of control (span of control) and psychosocial work—follow from theoretical studies. The moderating effect of the variable management practice is also significant from the point of view of Slovak legislation. The sample consisted of 132 FLNMs from five university hospitals in Slovakia. Data collection took place in the form of a questionnaire. All data were processed using the SPSS 24 software package. A series of regression analyzes were used to identify the proposed hypotheses. ANOVA analysis was used to analyze multiple dependencies. We worked at a 5% level of significance. The findings point to the strong direct effects of communication skills and the transformational leadership style of FLNMs on nurses’ job satisfaction. Moderation effects are mild, but significant in the case of management and span of control practices. The lower values of both variables reinforce the positive relationships among the two predictors and the job satisfaction of nurses. The third moderator, psychosocial work factors, also have a significant moderating effect, which is negative, and the higher value of this moderator mitigates both positive direct effects.

KEPEMIMPINAN TRANSFORMASIONAL KEPALA MADRASAH DALAM IMPLEMENTASI KURIKULUM 2013

1970 ◽  
Vol 19 (1) ◽  
pp. 1-20
Author(s):  
Fathul Aminudin Aziz
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Learning Resources ◽  
Artistic Development ◽  
Transformational Leadership Style

Tulisan ini disusun sebagai panduan bagi kepala madrasah untuk mempraktikkan gaya kepemimpinan transformasional agar guru dan karyawan di madrasah memiliki kesiapan dalam implementasi kurikulum 2013. Ada enam peran yang dimainkan oleh kepala madrasah dalam praktik kepemimpinan transformasionalnya. Pertama, melakukan sosialisasi kurikulum 2013. Kedua, membina pribadi guru dan karyawan dengan melakukan pembinaan mental, pembinaan moral, pembinaan fisik, dan pembinaan artistik. Ketiga, membina pribadi peserta didik. Keempat, mengubah paradigma guru. Kelima, memenuhi berbagai fasilitas dan sumber belajar yang mendukung dalam implementasi kurikulum 2013. Keenam, menciptakan lingkungan madrasah yang kondusif-akademik, baik secara fisik maupun nonfisik. This paper is organized as a guide for the headmaster to practice transformational leadership style so that the teachers and staff at the school ready to apply the 2013 curriculum. There are six roles that play by the headmaster in the practice of transformational leadership. First role is to disseminate the curriculum of 2013. Second role is fostering teachers and employees personality to perform mental, moral, physical, and artistic development. Third role is fostering the learners’ personality. Fourth role is changing the paradigm of teachers. Fifth role is fulfilling a variety of facilities and learning resources that support the implementation of the 2013 curriculum. Sixth role is creating an academic-supported environment in madrasah both physical and nonphysical.

scholarly journals A Strategic Framework for Transformational Leadership Development in Megaprojects

2021 ◽  
Vol 13 (6) ◽  
pp. 3480
Author(s):  
Abdulla Abdulaziz Al-Subaie ◽  
Mohd. Nishat Faisal ◽  
Belaid Aouni ◽  
Faisal Talib
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Style ◽  
Structural Model ◽  
Project Success ◽  
Project Managers ◽  
Transformational Leaders ◽  
Policy Makers ◽  
Transformational Leadership Style ◽  
Interpretive Structural Model

Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.

Transformational leadership and employee creativity

2015 ◽  
Vol 53 (5) ◽  
pp. 894-910 ◽  
Author(s):  
Swati Mittal ◽  
Rajib Lochan Dhar
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
High Performance ◽  
Hierarchical Regression ◽  
Medium Size ◽  
Employee Creativity ◽  
Content Type ◽  
Managerial Implications ◽  
Transformational Leadership Style

Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

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