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The relationship of nurse executive ...

Dahlen, Rebecca Diana.

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The relationship of nurse executive transformational leadership behaviors and nurse manager job satisfaction.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The relationship of nurse executive transformational leadership behaviors and nurse manager job satisfaction./
作者:	Dahlen, Rebecca Diana.
面頁冊數:	60 p.
附註:	Source: Dissertation Abstracts International, Volume: 63-12, Section: B, page: 5761.
Contained By:	Dissertation Abstracts International63-12B.
標題:	Health Sciences, Nursing. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3073766
ISBN:	9780493938509

The relationship of nurse executive transformational leadership behaviors and nurse manager job satisfaction.
Dahlen, Rebecca Diana.

The relationship of nurse executive transformational leadership behaviors and nurse manager job satisfaction. - 60 p.

Source: Dissertation Abstracts International, Volume: 63-12, Section: B, page: 5761.

Thesis (Ed.D.)--University of Southern California, 2002.

Purposes. The first purpose was to acquire information allowing a comparison of the perceptions held by nurses at a lower level of administration (nurse managers) of the leadership styles demonstrated by their superiors (nurse executives) with the perceptions that the superiors themselves expressed of their own leadership styles. The second purpose was directed toward generating data reflecting the perceptions of the members of each administrative group relative to their experienced level of job satisfaction.

ISBN: 9780493938509Subjects--Topical Terms:

1017798
Health Sciences, Nursing.

The relationship of nurse executive transformational leadership behaviors and nurse manager job satisfaction.
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245 1 4 $a The relationship of nurse executive transformational leadership behaviors and nurse manager job satisfaction.
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500 $a Source: Dissertation Abstracts International, Volume: 63-12, Section: B, page: 5761.
500 $a Adviser: William B. Michael.
502 $a Thesis (Ed.D.)--University of Southern California, 2002.
520 $a Purposes. The first purpose was to acquire information allowing a comparison of the perceptions held by nurses at a lower level of administration (nurse managers) of the leadership styles demonstrated by their superiors (nurse executives) with the perceptions that the superiors themselves expressed of their own leadership styles. The second purpose was directed toward generating data reflecting the perceptions of the members of each administrative group relative to their experienced level of job satisfaction.
520 $a Samples. In this investigation, two samples in which registered nurses (RNs) participated were formed: (a) one sample included nurse managers (N = 32) who were RNs employed at one of the two hospitals utilized and (b) a second sample in which nurse executives (N = 10) who were also employed at one of the two hospitals took part. Among the 42 RNs, 88% were female. Substantial range in age was observed from 30 to greater than or equal to 51 years.
520 $a Measures. The following two measures were employed (a) the Multifactor Leadership Questionnaire Form 5X (MLQ-5X) and (b) the Job Descriptive Index (JDI). The MLQ-5X is a survey form with 45 items that measure transactional and transformational leadership behaviors. The MLQ-5X comprises twelve scales dealing with components related to job satisfaction.
520 $a Conclusions. (1) The perceptions of the presence of higher transformational leadership scores provided by the nurse executives themselves as compared to the perceptions of their leadership behavior by the nurse managers suggests that executive nurses view their leadership style differently from the way their (subordinate) nurse managers view them. (2) Nurse managers did not perceive nurse executives as transformational leaders in the following areas: (a) using power to serve others, (b) adjusting visions based on feedback from followers, (c) fostering two-way communication, (d) accepting negative feedback, (e) sharing recognition with followers, and (f) relying on internal moral standards to satisfy organizational and societal interests. (3) Nurse managers appeared to be somewhat more satisfied with their jobs than were nurse executives.
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