Other Titles
Clinical Session: Healthy work environment collaborations
Abstract
Session presented on Saturday, April 13, 2013:
Transformational leadership behaviors of nurse managers are related to staff nurse job satisfaction. Transformational leaders foster open communication horizontally and vertically, provide inspiration and enthusiasm, and create harmony among staff. They seek to improve communication, staff satisfaction, and output.
Design and Methods: This descriptive correlational study examined the interrelationships between nurse manager leader behaviors perceived by staff nurses to the facets of their staff nurse job satisfaction. The Multifactor Leadership Questionnaire (MLQ) 5X Short survey measured a full range of leadership behaviors. The Abridged Job Descriptive Index/Abridged Job in General (aJDI/aJIG) measured a multi-faceted assessment of job satisfaction. A convenience sample consisted of 115 staff nurses working in a non-profit acute care hospital applying for Magnet status. Survey data was collected over a 2 month period of time.
Findings: Staff nurses reported greater job satisfaction with nurse managers they perceived to be a transformational leader as compared to the job dissatisfaction they reported with the passive-avoidant leader. Staff nurse respondents perceived their nurse leaders as less transformational and less transactional than the norm while perceiving their nurse leaders as more passive-avoidant than the norm.
Conclusions: The findings are contrary to the 14 Forces of Magnetism recommended for Magnet status and raise some concerns in light of the fact that Magnet status hospitals are philosophically committed to behaviors consistent with transformational leadership.
Clinical Relevance: A better understanding of leader behaviors and the relationship to staff nurse job satisfaction is important to the hospital applying for Magnet Recognition status.
Sigma Membership
Kappa Theta
Lead Author Affiliation
Western Kentucky University, Bowling Green, Kentucky, USA
Type
Presentation
Format Type
Text-based Document
Study Design/Type
N/A
Research Approach
N/A
Keywords:
Nurse Managers, Staff Nurses, Leadership Style
Recommended Citation
Bormann, Lorraine B., "Nurse manager leadership behavior and staff nurse job satisfaction" (2013). Creating Healthy Work Environments Event Materials. 19.
https://www.sigmarepository.org/chwe/2013/presentations_2013/19
Conference Name
Creating Healthy Work Environments 2013
Conference Host
Sigma Theta Tau International
Conference Location
Indianapolis, Indiana, USA
Conference Year
2013
Rights Holder
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Review Type
Abstract Review Only: Reviewed by Event Host
Acquisition
Proxy-submission
Nurse manager leadership behavior and staff nurse job satisfaction
Indianapolis, Indiana, USA
Session presented on Saturday, April 13, 2013:
Transformational leadership behaviors of nurse managers are related to staff nurse job satisfaction. Transformational leaders foster open communication horizontally and vertically, provide inspiration and enthusiasm, and create harmony among staff. They seek to improve communication, staff satisfaction, and output.
Design and Methods: This descriptive correlational study examined the interrelationships between nurse manager leader behaviors perceived by staff nurses to the facets of their staff nurse job satisfaction. The Multifactor Leadership Questionnaire (MLQ) 5X Short survey measured a full range of leadership behaviors. The Abridged Job Descriptive Index/Abridged Job in General (aJDI/aJIG) measured a multi-faceted assessment of job satisfaction. A convenience sample consisted of 115 staff nurses working in a non-profit acute care hospital applying for Magnet status. Survey data was collected over a 2 month period of time.
Findings: Staff nurses reported greater job satisfaction with nurse managers they perceived to be a transformational leader as compared to the job dissatisfaction they reported with the passive-avoidant leader. Staff nurse respondents perceived their nurse leaders as less transformational and less transactional than the norm while perceiving their nurse leaders as more passive-avoidant than the norm.
Conclusions: The findings are contrary to the 14 Forces of Magnetism recommended for Magnet status and raise some concerns in light of the fact that Magnet status hospitals are philosophically committed to behaviors consistent with transformational leadership.
Clinical Relevance: A better understanding of leader behaviors and the relationship to staff nurse job satisfaction is important to the hospital applying for Magnet Recognition status.