Do leadership styles influence productivity?

Abstract

Background: Leadership and productivity in nursing and midwifery have become topical issues for discussion. This is possibly due to nurses constituting the largest group of the healthcare workforce. Nurses and midwives have been held accountable for low productivity and inappropriate leadership in the past. However, there has been limited consensus in the nursing literature about the impact of nurse managers' leadership styles on nurses' and midwives' productivity levels. Method: Two hundred and seventy five nurses and midwives (response rate of 99.2%) were asked to take part in a cross-sectional survey from five hospitals in the eastern region of Ghana, to examine the impact of nurse managers' leadership styles on self-reported productivity levels. Descriptive summaries, Pearson's correlations and linear regressions are presented. Results: Findings show for every hour of lost productive time, four hours of unpaid overtime in the course of the month was accrued due to staff shortages. Nurse managers' most frequently exercised a supportive leadership style, and a directive leadership style the least. Within the last one month of work experience prior to the study, nurses' self-perception of productivity levels were high (8.39 on a 10-point scale), 10% more productive than their peers in the same unit. Nurses believed their own productivity improved by about 1.8% over the preceding six months. Leadership styles explained only 6.9% (95% CI: 4.6–9.3%) of the variance in nurses' perceived level of productivity. Achievement-oriented leadership style most significantly improved productivity by 18.4% (95% CI: 13.0–24.0%). Implications for management and policy: There is a need to strengthen supervision and establish performance benchmarks within nursing and midwifery to measure staff performance, addressing health worker productivity more seriously through research and policy. Health institutions should invest in leadership development programmes for nurses and midwives to maximise productivity.

Leadership styles in nursing management: implications for staff outcomes

“…For instance, while the three leadership styles (supportive, participative, and achievement-oriented) significantly predicted the staff job satisfaction, only the participative leadership style explained a significant portion of the staff intention to stay and the achievement-oriented leadership style was the only predictor of perceived productivity levels (44). These findings imply that nurse managers need to understand their own leadership styles and constantly assess their subordinates' need for a particular leadership style to maximise staff job satisfaction, retention, and productivity (44). Furthermore, a significant portion of the nurse managers had not received any training in management prior to or after their appointment as the nurse managers.…”

Gaya Kepemimpinan Path Goal Theory dan Produktivitas Pamong Desa

“…Penerapan gaya kepemimpnan ini Jurnal E-Bis (Ekonomi-Bisnis) 102 masih jarang diteliti dalam konteks pelayanan publik, khususnya pamong desa. Penelitian Juroslav (2013) hanya menemukan gaya kepemimpinan direktif yang mempengaruhi produktivitas karyawan bank, sedangkan Asamani et al (2016) penelitian menemukan hanya gaya kepemimpinan berorientasi prestasi yang mempengaruhi produktivitas perawat. Namun penelitian Silverthone (2012) menyatakan bahwa teori jalur tujuan mempengaruhi produktivitas pekerja manufaktur.…”

“…Keberhasilan sebuah organisasi dipengaruhi oleh produktivitas karyawan sehingga menjadi perhatian para pemimpin organisasi (Asamani, et al, 2016). Benardin dan Russel (1998) menjelaskan bahwa produktivitas karyawan adalah bentukhasil keluaran yang dihasilkan pada fungsi atau aktivitas kerja tertentu selama periode waktu tertentu.…”

“…Berdasarkan hasil uji thitung sebesar 0,871 dengan tingkat signifikan0,583>0,05.Hal ini menjelaskan bahwa hasil ini menyatakan bahwa gaya kepemimpinan direktif tidak berpengaruh terhadap produktivitas pamong desa (H1 ditolak). Hasil penelitian mendukung Asamani (2016) yang menyatakan bahwa gaya kepemimpinan ditektif tidak berpengaruh terhadap produktivitas nurse di Gana.…”

Organizational culture, quality of care and leadership style in government general hospitals in Kuwait: a multimethod study

“…Classical leadership (situational/ laissezfaire) and contemporary leadership (transactional/ transformational) styles are examples and they impact leaders' roles. [3][4][5][6] The style that leaders approximate or choose is based on a combination of their beliefs, values and performance, with contributions from organisational culture and norms, which encourage some leadership styles and discourage others. [3,7] Transformational leaders can help to develop, shape, and maintain a desired organisational culture.…”