Nurses’ perceptions of leadership style in hospitals: a grounded theory study

Abstract

Managers of the hospitals demonstrate power and misuse obedience through their leadership style, resulting in deterioration of nurses' work environment. Nurses' managers are not given enough power by the hospitals in Taiwan. Subsequently, nurses feel themselves the lowest and most powerless subordinates. This study reveals that the Chinese cultural burdens are embedded in the leadership of Taiwanese hospitals. These findings enhance the knowledge of leadership and add to the understanding of managerial attitudes in Chinese hospitals located worldwide.

The new clinical leadership role of senior charge nurses: a mixed methods study of their views and experience

“…There was a void in their discussion about influence at a more structural/organizational level. In that, our findings differ from other international studies, for example, in Taiwan, Su et al (2012) raise structural issues of overcoming hierarchical authority to enhance nursing leadership, in Fiji, Stewart and Usher (2010) raise concerns about the impact on patient safety and outcomes when nursing does not have a place in the hierarchy that allows a full contribution, in Jordan, Mrayyan and Khasawneh (2008) call for innovative and transformational nursing leaders using supportive behaviours to develop health-care delivery and, in Australia, Halcomb et al (2008) identify the need for a leadership culture that aims to improve health outcomes for patients. It is possible that the differences between studies are explained by the cultural individuality of the diverse studies.…”

“…, Su et al . ) with foci upon different health‐care contexts with requisite cultural dimensions. Common areas of international interest can be identified such as nursing staff absence (Davey et al .…”

“…Internationally, clinical leadership has attracted considerable attention (Halcomb et al 2008, Mrayyan & Khasawneh 2008, Stewart & Usher 2010, Furtado et al 2011, Martin et al 2012, Su et al 2012 with foci upon different health-care contexts with requisite cultural dimensions. Common areas of international interest can be identified such as nursing staff absence (Davey et al 2008, Schreuder et al 2011, transformational leadership (Trofino 2000, Fealy et al 2011 and patient safety (Thompson et al 2005, Ovretveit 2009, Stewart & Usher 2010.…”

Turkish nurses' assessments of their power and the factors that affect it

“…There is some evidence that nurses have difficulty using power and in becoming powerful professionals (Su et al . ). Although research findings in Turkey and several other countries have indicated that nurses see themselves as powerless, there is no research on how nurses assess themselves in terms of possessing both personal and positional powers.…”

Teamwork Climate and Patient Safety Attitudes

“…Theoretically, errors promote constructive changes in clinical practice when nurses are encouraged to use adaptive error-coping strategies within a supportive, nonblaming culture. 29 The difference in the social ranking between physicians and nurses and the enculturated managerial tendencies of using power and requiring obedience might be major obstacles to framing a teamwork structure. 27 Therefore, they tend to be silent and reluctant to express their safety concerns as they face pressure from physicians or higher ranked nurses.…”