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Nurse Manager Leadership Behavior and Staff Nurse Job Satisfaction Creating Healthy Work Environments STTI April 13, 2013 Lorraine Bormann, PhD, RN, MHA, CPHQ Research Study
Objectives: Verbalize the role of transformational leaders in a hospital applying for Magnet recognition status. Identify the relationship between nurse manager leadership style and staff nurse job satisfaction: Transformational Transactional Passive-avoidant 2
Introduction Role of transformational leaders (Burns, 1978; Bass, 1981; Robbins & Davidhizar, 2007) Relationship between nurse manager leadership style and staff nurse job satisfaction (Kleinman, 2004) American Nurses Credentialing Center (ANCC) Magnet Recognition (ANCC, n.d.) Institute of Medicine (IOM) (IOM, 2004) 3
Purpose To examine the relationship between nurse manager leadership style (transformational, transactional, and passive-avoidant) and staff nurse job satisfaction in a hospital applying for Magnet status. Minimal transfer of this work to the healthcare environment (Vance & Larson, 2002) 4
Transformational Idealized Attributes Idealized Behaviors Inspirational Motivation Intellectual Stimulation Individualized Consideration 5
Transactional: Management-byexception (Active) Reward and punishment Laissez-faire 6
Passive-avoidant: Management-by- Exception (Passive) Laissez-faire 7
Design Descriptive correlational survey design Dependent variables staff nurse job satisfaction Independent variables nurse manager leadership behavior identified by staff nurse 8
Methods IRB approval Sample Data Collection Instruments Multifactor Leadership Questionnaire (MLQ) 5X Short Abridged Job Descriptive Index / Abridged Job in General (ajdi / ajig) 9
Data Analysis Data analyzed using SPSS 19.0 Pearson correlations were calculated between three MLQ leadership scores (transformational, transactional, and passive-avoidant leadership behavior) and staff nurse job satisfaction Measured by the ajdi facets and the global overall job satisfaction score on the ajig. 10
Results 11
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Summary Staff nurses reported greater job satisfaction with transformational nurse managers. Staff nurses reported greater job dissatisfaction with passive-avoidant nurse managers. Transformational leadership behavior was positively related to overall job satisfaction and passiveavoidant leadership was negatively associated with overall job satisfaction. These findings raise some concerns in light of the fact that Magnet status hospitals are philosophically committed to behaviors consistent with transformational leadership (ANCC, n.d.). 15
References Aiken, L. H., Havens, D., & Sloan, D. (2000). The Magnet nursing services recognition program: A comparison of two groups of Magnet hospitals. American Journal of Nursing, 100, 26-36. American Nurses Credentialing Center [ANCC]. (n.d.). Magnet recognition program: A new model for ANCC s Magnet recognition program. Retrieved from http://www1.va.gov/nursing/docs/ancc_newmagnetmodel.pdf Bass, B. M. (1981). Stogdill s handbook of leadership: A survey of theory and research. New York: The Free Press. Burns, J. M. (1978). Leadership. New York: Harper and Row. Institute of Medicine [IOM]. (2004). Keeping patients safe: Transforming the work environment of nurses. Washington, DC: Author. Kleinman, C. (2004). Leadership.: A key strategy in staff nurse retention. Journal of Continuing Education in Nursing, 35, 128-132. Robbins, B., & Davidhizar, R. (2007). Transformational leadership in healthcare today. The Health Care Manager, 26, 234-239. Vance, C., & Larson, E. (2002). Leadership research in business and health care. Journal of Nursing Scholarship, 34, 165-171. 16
Thank you! Questions / Comments? 17