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Nurse Executives' Intuitive Decision Making and Leadership Personality Styles during Organizational Change.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Nurse Executives' Intuitive Decision Making and Leadership Personality Styles during Organizational Change./
Author:	Carter Short, Chaudron Carter.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2021,
Description:	147 p.
Notes:	Source: Dissertations Abstracts International, Volume: 83-05, Section: B.
Contained By:	Dissertations Abstracts International83-05B.
Subject:	Nursing. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28777492
ISBN:	9798496521444

Nurse Executives' Intuitive Decision Making and Leadership Personality Styles during Organizational Change.
Carter Short, Chaudron Carter.

Nurse Executives' Intuitive Decision Making and Leadership Personality Styles during Organizational Change. - Ann Arbor : ProQuest Dissertations & Theses, 2021 - 147 p.

Source: Dissertations Abstracts International, Volume: 83-05, Section: B.

Thesis (Ph.D.)--Walden University, 2021.

This item must not be sold to any third party vendors.

Within the complex and multifaceted health care environment, nurse executives are challenged to effectively make decisions and lead organizations through change. How nurse executives make those decisions is determined in a variety of ways, one being through intuitive decision making. The purpose of this quantitative correlational study, guided by the dual process theory, was to examine nurse executives' intuitive decision making and leadership personality styles during organizational change. The Agor Intuitive Management Survey and the Multifactorial Leadership Questionnaire were administered to 70 nurse executives recruited by direct email obtained from public hospital organizations' websites and social media platforms. Regression analysis results of the three-part study showed (a) a statistically significant relationship between intuitive decision making and inspirational innovation transformational and laissez-faire passive avoidant leadership styles, (b) a statistically significant relationship between intuitive decision making and years of experience, and (c) a statistically significant relationship between the dominant leadership styles (inspirational innovation transformational leadership style and laissez-faire passive avoidant leadership style) for intuitive and thinking personality styles. The results may promote positive social change as health care organizations incorporate strategies for recognizing leaders with intuitive decision making skills during recruitment of nurse executives. Future research exploring factors that influence laisse faire leader's intuitive decision making, job satisfaction and positive work environment is recommended.

ISBN: 9798496521444Subjects--Topical Terms:

528444
Nursing.
Subjects--Index Terms:

Decision making

Nurse Executives' Intuitive Decision Making and Leadership Personality Styles during Organizational Change.
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300 $a 147 p.
500 $a Source: Dissertations Abstracts International, Volume: 83-05, Section: B.
500 $a Advisor: Long, Janice.
502 $a Thesis (Ph.D.)--Walden University, 2021.
506 $a This item must not be sold to any third party vendors.
520 $a Within the complex and multifaceted health care environment, nurse executives are challenged to effectively make decisions and lead organizations through change. How nurse executives make those decisions is determined in a variety of ways, one being through intuitive decision making. The purpose of this quantitative correlational study, guided by the dual process theory, was to examine nurse executives' intuitive decision making and leadership personality styles during organizational change. The Agor Intuitive Management Survey and the Multifactorial Leadership Questionnaire were administered to 70 nurse executives recruited by direct email obtained from public hospital organizations' websites and social media platforms. Regression analysis results of the three-part study showed (a) a statistically significant relationship between intuitive decision making and inspirational innovation transformational and laissez-faire passive avoidant leadership styles, (b) a statistically significant relationship between intuitive decision making and years of experience, and (c) a statistically significant relationship between the dominant leadership styles (inspirational innovation transformational leadership style and laissez-faire passive avoidant leadership style) for intuitive and thinking personality styles. The results may promote positive social change as health care organizations incorporate strategies for recognizing leaders with intuitive decision making skills during recruitment of nurse executives. Future research exploring factors that influence laisse faire leader's intuitive decision making, job satisfaction and positive work environment is recommended.
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