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The relationship between power as kn...

Massari-Novak, Fredda.

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The relationship between power as knowing participation and transformational leadership in baccalaureate nursing students.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The relationship between power as knowing participation and transformational leadership in baccalaureate nursing students./
作者:	Massari-Novak, Fredda.
面頁冊數:	144 p.
附註:	Source: Dissertation Abstracts International, Volume: 65-04, Section: B, page: 1779.
Contained By:	Dissertation Abstracts International65-04B.
標題:	Health Sciences, Nursing. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3129454
ISBN:	0496767135

The relationship between power as knowing participation and transformational leadership in baccalaureate nursing students.
Massari-Novak, Fredda.

The relationship between power as knowing participation and transformational leadership in baccalaureate nursing students. - 144 p.

Source: Dissertation Abstracts International, Volume: 65-04, Section: B, page: 1779.

Thesis (D.N.Sc.)--Widener University School of Nursing, 2004.

This descriptive correlational study examined the relationship between power as knowing participation in change and transformational leadership in baccalaureate nursing students. The conceptual basis for this study was Rogers' (1992) Science of Unitary Human Beings (SUHB). Change is the concept that links power as knowing participation in change and transformational leadership within Rogers' (1970) SUHB. Rogers proposes that human and environmental energy fields change continuously, Barrett's (1983) theory of power describes power as knowing participation in change, and transformational leadership reflects change through a process involving both leaders and followers.

ISBN: 0496767135Subjects--Topical Terms:

1017798
Health Sciences, Nursing.

The relationship between power as knowing participation and transformational leadership in baccalaureate nursing students.
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245 1 4 $a The relationship between power as knowing participation and transformational leadership in baccalaureate nursing students.
300 $a 144 p.
500 $a Source: Dissertation Abstracts International, Volume: 65-04, Section: B, page: 1779.
500 $a Adviser: Lois Allen.
502 $a Thesis (D.N.Sc.)--Widener University School of Nursing, 2004.
520 $a This descriptive correlational study examined the relationship between power as knowing participation in change and transformational leadership in baccalaureate nursing students. The conceptual basis for this study was Rogers' (1992) Science of Unitary Human Beings (SUHB). Change is the concept that links power as knowing participation in change and transformational leadership within Rogers' (1970) SUHB. Rogers proposes that human and environmental energy fields change continuously, Barrett's (1983) theory of power describes power as knowing participation in change, and transformational leadership reflects change through a process involving both leaders and followers.
520 $a One hundred and thirty-two generic nursing student volunteers, from 14 baccalaureate nursing programs, completed a booklet that included three research questionnaires. Barrett's (1985) Power as Knowing Participation in Change Tool, Version II (PKPCT) measured the four operational indicators of power: awareness, choices, freedom to act intentionally, and involvement in creating change. Bass and Avolio's (1990) Multifactor Leadership Questionnaire (MLQ - 5x) measured the five indicators of transformational leadership: idealized influence (attributed), idealized influence (behavior), inspirational motivation, intellectual stimulation, and individual consideration. A demographic data questionnaire, developed by this researcher, was used to gather pertinent data to describe the sample.
520 $a Pearson's correlation coefficient was used to determine the relationship between power as knowing participation in change and transformational leadership. This statistic measured the relationship between the two interval level variables. The correlation was moderately positive (r = .54) and statistically significant (p < .001). A canonical correlation analysis was used to explore the relationships among the four subscales of power as knowing participation in change and the five subscales of transformational leadership. One significant canonical variate was identified with a canonical correlation of .57 (p < .001) accounting for 33% of the variance explained. The subscales contributing to this variate included awareness, freedom to act, idealized influence (attributed), and inspirational motivation. Additional analyses, including t-tests and ANOVAs, were computed to explore selected demographic data in relation to the study's main variables. Discussion of the findings, include a description of the new canonical variable, labeled Potential Powerful Leader, and significance of the findings for nursing. Conclusions are summarized and recommendations for future research are suggested.
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773 0 $t Dissertation Abstracts International $g 65-04B.
790 1 0 $a Allen, Lois, $e advisor
790 $a 0969
791 $a D.N.Sc.
792 $a 2004
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