The relationship between managers’ leadership styles and emergency medical technicians’ job satisfaction

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

“…Hence, instruments or tools, whose development is based on different leadership theories/models/styles, can be applied to evaluate leadership. The most abundant theoretical framework in the investigated manuscripts was transformational leadership: more than half the papers addressed this model (21)(22)(23)(24)(25)(26)(27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37)(56)(57)(58) , which corroborates other studies (59)(60)(61)(62) . Transformational leadership is wide, visionary and charismatic, characteristics that made it one of the most popular in the present days.…”

“…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) …”

“…This model was important in the instruments that evaluate leadership in health professionals; MLQ (27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37) , which assesses transformational and transactional leadership, stood out as one of the most cited. Transactional leadership is characterized by exchange between leader and subordinate, who is rewarded for obeying (63) .…”

Como o enfermeiro líder se comunica no hospital: uma análise das práticas discursivas How leader nurse communicates in a hospital: an analysis of discursive practices

“…Therefore, you need continuous updating, not restrictively learning acquired during undergraduate studies, developing and improving skills and competences, such as the constant search for improvement of knowledge, effective communication, problem solving and good interpersonal skills.² Currently leadership has become a challenge at the same time it becomes a necessity. To exercise leadership competence is needed honesty, humility, self-discipline and commitment to professional success, the monitoring of operations and performance to the efficient use of resources, helping to resolve personal conflict and generating confidence in the team.³ Thus, lead may not reflect only authority, power and, much less, the adoption of authoritarian attitudes, but need, above all, involve the ability to influence people's attitudes, behavior and emotions, motivating them to perform their tasks in order to achieve excellence at work 1,4,5 which, in the context of nursing work process, involves ensuring the quality of care conciliating organizational objectives with the needs of the nursing staff. 4 Thus, the nurse in the exercise of his functions needs guide himself not only by technical-scientific and instrumental knowledge, but also by relational skills in order to achieve the objectives.…”