Improve RN retention through transformational leadership styles

Gardner, Ben

doi:10.1097/01.numa.0000384003.09214.ed

Cited by 4 publications

(4 citation statements)

References 10 publications

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“…Survey findings indicated that (1) TL was the major leadership styles (TL: 9.0; TAL: 7.2; Passive/avoidant: 6.3) among the NMs of the studied organization; however, (2) the frequency of TL being practiced ('3 = Sometimes') could be improved. The high score in TL can be interpreted as a positive result, based on the current evidence that TL has been linked to improved outcomes in nursing workforce and service delivery outcomes in healthcare organizations [7,8,12,[21][22][23][24][25][26]. This finding also supports the studied organization's journey to Magnet ® as its measured dominant leadership style aligns with TL.…”

Section: Discussionsupporting

confidence: 68%

“…In a nursing context, a systematic review reported that leadership styles which concentrate on people and relationships, such as TL, were associated with superior job satisfaction compared to those task-based styles, including TAL [21]. Demonstrated organizational benefits from TL include better practice environment [7,8,22,23] and superior nurse retention [12,[24][25][26].…”

Section: Transformational Leadershipmentioning

confidence: 99%

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Measuring Transformational Leadership in Establishing Nursing Care Excellence

2019

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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.

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Section: Discussionsupporting

confidence: 68%

Section: Transformational Leadershipmentioning

confidence: 99%

Measuring Transformational Leadership in Establishing Nursing Care Excellence

2019

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“…Similarly, Blaize found some support from co-workers who provided debriefing after a critical incident "it gives you a reprieve from the fact that you're having a really terrible day." For students and new nursing graduates, the stress and anxiety of the clinical environment can be offset by transformational and/or authentic leadership by managers, staff, nurse educators, and nursing faculty (Gardner, 2010). Kindle warned, "If you don't help your new graduates to be successful, you are going to lose them and that's the future of your profession.…”

Section: Facing Fears Traumas and Challengesmentioning

confidence: 99%

Letting go: How newly graduated registered nurses in Western Canada decide to exit the nursing profession

Chachula

Myrick

Yonge

2015

Nurse Education Today

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“…. 지금까지 많은 학자들이 변혁적 리더십의 개념타당성과 그 효과성을 입증해오고 있으며 일반 기업의 조직 및 인력관리 뿐만 아니라 간호학 분야에서도 변혁적 리더십과 관련된 연구들 이 활발히 진행되고 있다 (Gardner, 2010;Kim, Park, Seomun, & Lim, 2006 (Huh, 2009; (Luthans et al, 2007). 즉 긍정심리자본의 하위 요 인인 자기효능감, 희망, 낙관주의, 회복력 등은 변화와 개발이 가능한 것이다 (Seligman, 1998…”

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Influence of Head Nurses' Transformational Leadership on Staff Nurse's Psychological Well-being, Stress and Somatization - Focused on the Mediating Effect of Positive Psychological Capital -

Lee

Kim

2012

J Korean Acad Nurs Adm

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Purpose: This study was done to identify the relationship between transformational leadership by head nurses and positive psychological capital, psychological well-being, stress and somatization of staff nurses. Method: Participants in this study were 300 staff nurses in general hospitals located in G and B cities. Data were collected using self-administered questionnaires and analyzed using SPSS Win 18.0 program. Result: The major findings were as follows; 1) There were positive influences of transformational leadership on positive psychological capital, psychological well-being, and a negative effect on stress. 2) Positive psychological capital had a positive influence on psychological well-being, and negative effects on stress and somatization. 3) In the analysis of the mediating role of the positive psychological capital, transformational leadership was shown to indirectly affect psychological well-being and stress through positive psychological capital. Conclusions: These findings suggest that transformational leadership has important influences on employees' psychological well-being and stress via employees' positive psychological capital. To enhance psychological well-being and reduce stress for nurses, it is important to develop not only the leadership of head nurses but also the positive psychological capital of staff nurses.

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Improve RN retention through transformational leadership styles

Cited by 4 publications

References 10 publications

Measuring Transformational Leadership in Establishing Nursing Care Excellence

Measuring Transformational Leadership in Establishing Nursing Care Excellence

Letting go: How newly graduated registered nurses in Western Canada decide to exit the nursing profession

Influence of Head Nurses' Transformational Leadership on Staff Nurse's Psychological Well-being, Stress and Somatization - Focused on the Mediating Effect of Positive Psychological Capital -

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