Attitudes towards collaboration and servant leadership among nurses, physicians and residents

Abstract

A descriptive, comparative study was conducted to examine the attitudes of nurses, physicians and residents towards collaboration and to assess their self-perception of servant leadership characteristics. The Jefferson Scale of Attitudes toward Physician-Nurse Collaboration and the Barbuto-Wheeler Servant Leadership Questionnaire were utilized for data collection. Registered nurses (RNs) (n = 2,660), physicians (n = 447) and residents (n = 171) in a Southeastern United States health system were surveyed via the intranet; there were 497 responses for analysis. The response rate should be considered and generalizations made with caution regarding the study results. RN scores were higher for both total scores and subscales as compared to physician/resident groups for collaboration and servant leadership. There was a weak positive correlation between collaboration and servant leadership in the RN group and no significant correlation between the variables in the physician/resident group. Findings from this study have implications for nursing and physician education and practice and may serve as a framework for future studies. Representative samples are needed to gain further insight and to guide future research.

Validation of an Instrument to Measure Pharmacy and Medical Students’ Attitudes Toward Physician-Pharmacist Collaboration

“…For example, in a multi-national study, physicians in 4 countries (Israel, Italy, Mexico, and the United States) scored lower than nurses on a scale of attitudes toward physician-nurse collaboration. 21 Similar results have been reported by Garber and colleagues, 22 Strechi, 23 Jones and colleagues (comparing anesthesiologist and nurse anesthetists) , 24,25 and by Hansson and colleagues (in a study with Swedish general practitioners and nurses). 26 However, 1 study in Turkey reported more positive attitudes toward collaboration among medical students than among nursing students.…”

A utilização de instrumentos para avaliação da liderança nos serviços de saúde e enfermagem

“…The styles/models/theories of leadership found in the selected materials were: transformational leadership (21)(22)(23)(24)(25)(26)(27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37)(56)(57)(58) , cited in 20 papers; transactional leadership (27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37) , in 11 papers; situational leadership (41)(42)(49)(50) , in four papers; servant leadership (45)(46)48) , in three papers; authentic leadership (51)(52)(53)(54)(55) , in five papers; quantum leadership (38) , in one paper; charismatic leadership (39) , in one paper; and clinical leadership (25,44) , in two papers. Three studies did not mention a specific style/model/theory …”

“…in general, four with nurses and nursing technicians and a few described investigations with a mix of nurses and other professionals. Nineteen instruments were identified to evaluate leadership: Authentic Leadership Questionnaire (ALQ) (five papers) (51)(52)(53)(54)(55) ; Charismatic Leadership Socialized Scale (one paper) (39) ; Clinical Leadership Survey (CLS) (one paper) (25) ; the Coaching tool (two papers) (41)(42) ; Scale of attitudes toward leadership styles (one paper) (33) ; the 360º tool (one paper) (40) ; Global Transformational Leadership Scale (three papers) (56)(57)(58) ; Grid Gerencial (one paper) (43) ; Leadership Effectiveness and Adaptability Description (LEAD) (two papers) (49)(50) ; LMX-Leader-member Exchange (two papers) (46)(47) ; Leadership Practices Inventory (LPI) (six papers) (21)(22)(23)(24)(25)(26) ; Leadership Reward and Punishment Behavior Questionnaire (LRPQ) (one paper) (33) ; Multifactor Leadership Questionnaire (MLQ) (eleven papers) (27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37) ; Multisource Feedback Tool (MSF) (one paper) (44) ; the Quantum tool (one paper) (38) ; Servant Leadership Questionnaire (SLQ) (one paper) (48) ; Servant Leadership Survey (SLS) (two papers) …”

“…Several leadership behaviors were present in the investigated instruments; most of them mentioned a form of support to several involved levels (leaders and/or subordinates); other bevahiors were focused on relationships, in which the leader asks for opinions, improves collaboration (48) , promotes team formation (48) , trains educators and facilitates the development of people; last, some behaviors were directed to tasks, given that the leader provides suitable material and human resources, plans actions and decision making (26) and clarifies the results to the team, improving supervision and group instruction (46) . There were also studies that reported an evaluation aiming to change behaviors (40,44) , stressing topics in which the leader defines priorities to reach success and innovation (52) .…”

“…The behaviors in servant leadership in the set of selected studies were evaluated through the SLQ (48) and SLS (45)(46) tools. This leadership model was originally described as a philosophy that values altruism.…”