scholarly journals Leadership Styles in Nursing

2020 ◽  
Author(s):  
Serpil Çelik Durmuş ◽  
Kamile Kırca
Keyword(s):  
Health Services ◽  
Organizational Behavior ◽  
Leadership Styles ◽  
Leadership Style ◽  
Nurse Managers ◽  
Leadership Skills ◽  
Relational Leadership ◽  
Resonant Leadership ◽  
Autocratic Leadership ◽  
Recent Developments

Recent developments in the field of management-organization and organizational behavior and new concepts have also led to the emergence of new leadership styles in leadership. Leadership in health services is important for following innovations and adapting to current situations. Nurses working together with other health personnel in hospitals providing health services constitute an important group in leadership. Nursing, which is a key force for patient safety and safe care, is a human-centered profession, and therefore leadership is a key skill for nurses at all levels. The leadership styles of nurse managers are believed to be an important determinant of job satisfaction and persistence of nurses. The need for nurses with leadership skills and the need for nurses to develop their leadership skills are increasing day by day. There are several leadership styles defined in nursing literature. These leadership styles are examined under the titles of relational leadership style, transformational leadership, resonant leadership, emotional intelligence leadership, and participatory leadership. The task-focused leadership style is explored under the headings of transactional and autocratic leadership, laissez-faire leadership, and instrumental leadership.

scholarly journals Leadership Styles of Hospital Nurses: Impacts on the Work Process and Organizational Climate

2021 ◽  
Vol 1 (3) ◽  
Author(s):  
Abi Rached CD
Keyword(s):  
Organizational Climate ◽  
Leadership Styles ◽  
Leadership Style ◽  
Well Being ◽  
Hospital Environment ◽  
Hospital Nurses ◽  
Work Process ◽  
Corporate World ◽  
Autocratic Leadership ◽  
Nursing Professionals

Introduction: The kinds of leadership have been discussed not only in academia but in the corporate world. It has been observed that some types have negatively influenced the organizational environment and the work process. Objective: To analyze the leadership practiced by nursing professionals within the hospital environment and their impacts on the work process and organizational climate. Methods: This is a scoping review whose objective was to map the main concepts about leadership styles and influence, examining and summarizing the existing research gaps. The following databases were used: MEDLINE, LILACS, IBESCS, PUBMED, and ENDENF. Results: Twenty nine articles were selected. The autocratic leadership style was the most cited as unfavorable for maintaining a favorable organizational climate for workers' welfare. Conclusion: It is believed that the leadership practiced by the nurse influences positively or negatively on the corporate environment and well-being at work.

scholarly journals Nurse Managers' Perceptions Related to Their Leadership Styles, Knowledge, and Skills in These Areas—A Viewpoint: Case of Health Centre Wards in Finland

ISRN Nursing ◽  
2013 ◽  
Vol 2013 ◽  
pp. 1-8 ◽  
Author(s):  
Soili Vesterinen ◽  
Marjo Suhonen ◽  
Arja Isola ◽  
Leena Paasivaara ◽  
Helena Laukkala
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Nurse Managers ◽  
Health Centre ◽  
Questionnaire Response ◽  
Knowledge And Skills ◽  
Strategic Issues ◽  
Unit Management ◽  
Almost All

The purpose of this study was to explore nurse managers’ perceptions related to their leadership styles, knowledge, and their skills in these areas in health centre wards in Finland. The data were collected from nurse managers (n=252) in health centre hospitals in Finland using a structured questionnaire (response rate 63%). Six leadership styles—visionary, coaching, affiliate, democratic, commanding, and isolating—were reflected on. Almost all respondents in every age group considered four leadership styles—visionary, coaching, affiliate, and democratic—to be very important or important. Nurse managers estimated their knowledge and skills in leadership styles to be essentially fairly sufficient or sufficient. Nurse managers’ abilities to reflect, understand, and, if necessary, change their leadership style influence the work unit’s success and employees’ job satisfaction. Nurse managers, especially new nurse managers, need more theoretic, evidence-based education to cope with these expectations and to develop their professional abilities. Together with universities, health care organizations should start planning nurse manager education programmes that focus on strategic issues, leadership, job satisfaction, challenging situations in leadership, change management, work unit management (e.g., economy, efficiency, and resources), and how the nurse managers consider their own wellbeing.

Comparison of Parents' Leadership Styles: Perceptions of Parents and Student Leaders

1992 ◽  
Vol 74 (3_suppl) ◽  
pp. 1227-1230
Author(s):  
James E. Whorton ◽  
Frances A. Karnes
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Leadership Skills ◽  
Student Leaders ◽  
Leadership Program ◽  
Self Perceptions

The Parent Leadership Style instrument was completed by 99 students enrolled in a leadership program and also by 129 of their parents. Data were analyzed and reported according to predominant leadership style (Telling, Selling, Participating, and/or Delegating) and effectiveness of leadership. A comparison was made between the parents' self-perceptions and how their children as student leaders perceived their parents. Some suggestions for parents are made relative to the development of leadership skills in students.

scholarly journals Leadership styles in nursing management: implications for staff outcomes

2016 ◽  
Vol 6 (1) ◽  
pp. 23-36 ◽  
Author(s):  
James Avoka Asamani ◽  
Florence Naab ◽  
Adelaide Maria Ansah Ofei
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Nursing Staff ◽  
Nurse Managers ◽  
Eastern Region ◽  
Staff Retention ◽  
Cross Sectional Survey ◽  
Intention To Stay ◽  
Cross Sectional

Introduction: Nursing is a people-centred profession and therefore the issue of leadership is crucial for success. Nurse managers’ leadership styles are believed to be important determinant of nurses’ job satisfaction and retention. In the wake of a global nursing shortage, maldistribution of health workforce, increasing healthcare costs and expanding workload, it has become imperative to examine the role of nurse managers’ leadership styles on their staff outcomes. Using the Path-Goal Leadership theory as an organised framework, this study investigated the leadership styles of nurse managers and how they influence the nursing staff job satisfaction and intentions to stay at their current workplaces.Methods: The study employed a cross-sectional survey design to collect data from a sample of 273 nursing staff in five hospitals in the Eastern Region of Ghana. Descriptive and regression analyses were performed using SPSS version 18.0Results: Nurse managers used different leadership styles depending on the situation, but were more inclined to the supportive leadership style, followed by the achievement-oriented leadership style and participative leadership style. The nursing staff exhibited moderate levels of job satisfaction. The nurse managers’ leadership styles together explained 29% of the variance in the staff job satisfaction. The intention to stay at the current workplace was low (2.64 out of 5) among the nursing staff. More than half (51.7%) of the nursing staff intended to leave their current workplaces, and 20% of them were actively seeking the opportunities to leave. The nurse managers’ leadership styles statistically explained 13.3% of the staff intention to stay at their current job position.Conclusions: These findings have enormous implications for nursing practice, management, education, and human resource for health policy that could lead to better staff retention and job satisfaction, and ultimately improve patient care.  

scholarly journals The Effect of Autocratic, Participative, and Delegation Leadership on Work Motivation of Indonesian Navy Personnel

2019 ◽  
Vol 7 (05) ◽  
Author(s):  
Heribertus Yudho Warsono ◽  
Budiyanto ◽  
Akhmad Riduwan
Keyword(s):  
Linear Regression ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Performance ◽  
Work Motivation ◽  
Significance Level ◽  
Organizational Goals ◽  
Participatory Leadership ◽  
Autocratic Leadership ◽  
Navy Personnel

The purpose of the study was to determine the effect of autocratic leadership style (X1), participatory (X2) and delegation (X3) on work motivation (Y) Navy Personnel. The research method used was a questionnaire with a sample of 55 people. Measurement of variables using Linkert scale techniques with 1-5 weighting values. To find out the relationship between variables X1, X2 and X3 to Y using statistical techniques correlation analysis, simple linear regression, and multiple linear regression, and to test the significance level using the test which is processed using the Statistical Product and Service Solution (SPSS) version 15 program. The conclusion of this study is that there is a strong influence from the autocratic leadership style, participatory and delegation on the work motivation of the Indonesian Navy Personnel. Then it was recommended to the Leaders at the Indonesian Navy Officers, to be able to maintain and continue to develop autocratic leadership styles, participatory leadership styles, and Delegation leadership styles to better achieve organizational goals. Increased work motivation can be done by increasing the ability of officers through training or leadership for Navy Personnel who have good work performance, giving incentives or rewards to outstanding soldiers and civil servants.

scholarly journals Transformational Leadership Skills among Public Elementary School Administrators

2019 ◽  
Vol 36 (1) ◽  
Author(s):  
Susan B. Poliden
Keyword(s):  
Elementary School ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
School Administrators ◽  
Leadership Skills ◽  
Public Elementary School ◽  
The Public ◽  
Laissez Faire ◽  
Elementary School Administrators

This study investigated the transformational leadership skills and leadership styles of the public elementary school administrators in Bokod District, Bokod, Benguet. Data gathered were summarized, analyzed and cross-tabulated. Descriptive statistics like weighted mean, percentages and ranks were computed from test results. Responses from the respondents were also classified according to the number of years as an administrator and the kind of designation whether a) Principal, b) Head Teacher, c) Teacher-in-Charge. Analysis for transformational leadership survey measured leadership skills on six factors: Charisma, Social, Vision, Transactional, Delegation, and Execution while analysis for the leadership style survey determined the leadership styles of the respondents whether they are authoritarian, democratic or laissez-faire. The public elementary school administrators of Bokod District have generally varied transformational leadership skills and leadership styles. The leadership styles practiced by the respondents regardless of the number of years as administrators and the kind of designations are Democratic followed by Laissez-faire and last, Authoritarian style of leadership. It is recommended that Charisma as transformational leadership skill be revisited and be strengthened by the school administrators, and the interplay of the different leadership styles is paramount in school management. Hence, the principals, head teachers and teachers-in-charge need to be flexible in their management at all times.

Modern Prime-Ministerial Leadership in the Netherlands

2017 ◽  
Author(s):  
Marij Swinkels ◽  
Sabine van Zuydam ◽  
Femke Van Esch
Keyword(s):  
The Netherlands ◽  
Leadership Styles ◽  
Leadership Style ◽  
Political System ◽  
Leadership Skills ◽  
Dutch Politics ◽  
Cultural Changes ◽  
Prime Ministers ◽  
System P ◽  
Ministerial Leadership

This chapter discusses the leadership style of Dutch prime ministers (PMs) and asks the question what type of leadership skills, relations, and reputations are most effective in modern Dutch politics: a consensual or confrontational style. While Dutch politics traditionally favors leaders who employ a consensus-oriented leadership style, prime ministers Balkenende (2002–2010) and Rutte (2010–present) served at a time when socio-cultural changes and mediatization of politics were challenging this political practice. By applying a modified version of the Leadership Capital Index (LCI), the chapter shows that to ensure re-election, both PMs struck a careful balance between the consensual and confrontational leadership styles. Whereas the study indicates that prime ministers have considerable leeway in how to strike that balance, the results suggest that it is essential that they maintain constructive relations with their peers in government and parliament to be electorally successful in the Dutch political system.

Theoretical Perspective on Contemporary Leadership Styles

2019 ◽  
pp. 248-272
Author(s):  
Nermin Kişi
Keyword(s):  
Leadership Styles ◽  
Organizational Effectiveness ◽  
Leadership Style ◽  
Theoretical Perspective ◽  
Relational Leadership ◽  
Paradigm Shifts ◽  
Research Results ◽  
Comprehensive View ◽  
The World ◽  
Leadership Approaches

Leaders can influence the behavior of their followers through the use of different leadership styles. Therefore, the leadership style is viewed as a key determinant of organizational effectiveness. In recent years, leadership trends are changing rapidly, and paradigm shifts in leadership are occurring all over the world. There has especially been a significant expansion of research on contemporary leadership styles. This chapter reviews the most popular and influential leadership styles currently used and present a comprehensive view of two leadership approaches. The purpose of this chapter is to investigate the theoretical perspective of the transformational and relational leadership styles among contemporary leadership approaches. It is expected that research results will be a source for both educational and business contexts.

Autocratic, Transactional, and Servant Leadership in Japan, France, and Mexico

2020 ◽  
pp. 101-133
Author(s):  
Cynthia Maria Montaudon-Tomas ◽  
Ivonne M. Montaudon-Tomas ◽  
Yvonne Lomas-Montaudon
Keyword(s):  
Servant Leadership ◽  
Organizational Behavior ◽  
Leadership Styles ◽  
Cultural Differences ◽  
Leadership Style ◽  
Theoretical Study ◽  
Global Leadership ◽  
Multiple Perspectives ◽  
Cross Culture ◽  
Culture Study

A theoretical study was conducted based on three different leadership styles: autocratic, transactional, and servant. The most relevant characteristics of each leadership style were summarized. A cross-culture study was proposed considering three countries from diverse clusters according to the Global Leadership and Organizational Behavior Effectiveness Project (GLOBE). Each culture was analyzed separately, and relevant statistics were presented as elements for comparison. Different models and tools to evaluate cultural differences were used to create a multiple perspectives overview. Information from the three leadership styles was used to further determine whether those styles fit the cultural descriptions in order to establish the most frequent and suitable leadership styles in the selected countries and to understand how leadership styles can vary from region to region.

Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

2021 ◽  
pp. 239395752110443
Author(s):  
Deogratias Bugandwa Mungu Akonkwa ◽  
Elie Lunanga ◽  
Joseph Bahati Mukulu ◽  
Toussaint Ciza Bugandwa ◽  
Elizabeth Furaha Mwaza
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Positive Impact ◽  
Three Dimensions ◽  
Moderator Variable ◽  
Democratic Leadership ◽  
Post Conflict ◽  
Significant Difference ◽  
Autocratic Leadership

In this paper, we provide new empirical evidence to the relationships between leadership styles (LS) and organizational performance, introducing gender as moderator variable. Data have been collected in two Congolese towns (Bukavu and Goma); an African post-conflict region dominated by very small family businesses that have not received enough attention. Combining exploratory factor analysis with a multivariate regression we found three main results. First, both leadership and performance are confirmed to be multidimensional. LS comprised participative/democratic leadership, and autocratic/directive leadership, while performance has three dimensions: employee efficiency/productivity, effectiveness, and customer satisfaction/retention. Second, the autocratic leadership is the more adopted both by men and women, with a slight non-significant difference for men. Although democratic leadership is underscored, it appears to be more adopted by women with significant difference. Third, controlling for other variables, only participative/democratic leadership styles have positive impact on SMEs’ performance, while autocratic leadership does not influence it. This implies that, in the growing competition facing SMEs, managers should adopt leadership style that allows their employees to internalize the firm’s objectives and to be committed. Also, our research confirms that women have much to give in managing enterprises, as they appear to be stronger in leadership styles, which have more impact on main dimensions of firms’ performance. Moreover, our results suggest new avenues for deeper research about leadership styles in family-owned enterprises.

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