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Measuring Transformational Leadership in Establishing Nursing Care Excellence
Citation
Moon, S and Van Dam, PJ and Kitsos, A, Measuring Transformational Leadership in Establishing Nursing Care Excellence, Healthcare, 7, (4) pp. 1-11. ISSN 2227-9032 (2019) [Refereed Article]
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Copyright Statement
© 2019 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/).
DOI: doi:10.3390/healthcare7040132
Abstract
Transformational leadership (TL) is known to be essential to achieving Magnet® recognition,
an internationally prestigious status for nursing care excellence. Since its inception in the 1980s,
empirical studies have identified benefits of implementing the Magnet® Model involving improved
patient care and nursing workforce outcomes. However, little is known about the leadership styles of
nurse managers (NMs) working in a regional Australian context, which may hinder achieving Magnet®
status. To close the knowledge gap, a self-administered survey was conducted to measure leadership
styles of NMs at a large health organization comprising hospitals with a wide range of service profiles
in regional Australia using a validated tool—the Multifactor Leadership Questionnaire (MLQ-6S).
One-way of variance (ANOVA) was used to identify statistical significance between respondents’
demographic characteristics (e.g., age, education, gender) and their MLQ-6S scores. Respondents
(n = 78) reported their leadership styles as more transformational, compared to transactional or
passive/avoidant leadership styles. The findings indicated that NMs’ higher education (p = 0.02)
and older age (p = 0.03) were associated with TL styles, whereas passive/avoidant leadership was
generally reported by female (p = 0.04) and younger (p = 0.06) respondents. This study has identified
differences in reported leadership styles among NMs, providing a unique organizational insight into
developing strategies to improve NMs’ TL, which could help to facilitate the implementation of the
Magnet® framework. Healthcare organizations in similar settings could benefit from replicating this
study to identify a dominant leadership style and customize strategies to improve TL.
Item Details
| Item Type: | Refereed Article |
|---|---|
| Keywords: | transformational leadership; Magnet; Multifactor Leadership Questionnaire; nursing workforce; evidence based; healthcare management; leadership development |
| Research Division: | Commerce, Management, Tourism and Services |
| Research Group: | Human resources and industrial relations |
| Research Field: | Human resources management |
| Objective Division: | Expanding Knowledge |
| Objective Group: | Expanding knowledge |
| Objective Field: | Expanding knowledge in commerce, management, tourism and services |
| UTAS Author: | Moon, S (Ms Sarah Moon) |
| UTAS Author: | Van Dam, PJ (Dr Pieter Van Dam) |
| UTAS Author: | Kitsos, A (Mr Alex Kitsos) |
| ID Code: | 135601 |
| Year Published: | 2019 |
| Web of Science® Times Cited: | 8 |
| Deposited By: | Medicine |
| Deposited On: | 2019-11-05 |
| Last Modified: | 2022-08-29 |
| Downloads: | 29 View Download Statistics |
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