Annotated Bibliography Assignment
Your Name: __
Overview of the Annotated Bibliography Assignment (05 bonus points possible). For this assignment, you will read, annotate 20 leadership articles on one particular aspect of leadership (not including the articles contained in your text), and then answer questions about the articles.
This assignment is to be done as an individual assignment (without collaboration with others).
Using an on-line search engine, you will research one particular aspect of leadership, find 20 articles that interest you, read them, then copy and paste the citations (the title, author’s name, source, and the complete abstract [approximately 250-350 words]) into one document, answer the 10 questions provided at the end of this assignment, and then upload the assignment to Blackboard before 1pm on November 19 (11/19). Late work will not be accepted…
You do not write your own summaries. This assignment is copied straight from the author without any summary, critique or analysis from you.
You copy and paste the citations (the title, author’s name, source, and the complete abstract [approximately 250-350 words]) exactly as you see them at the source into one document, answer the 10 questions provided at the end of this assignment, and then upload the assignment.
While I do not ask you to do a critique or analysis on the 20 individual articles chosen, you will have 10 questions to answer after reading the articles.
–My expectation for length is a minimum of 10-pages (single-spaced, 12 point font) for this assignment. The length minimum includes these instructions, which take up approximately four pages.
–Can be on any single aspect of leadership (only study one particular aspect of leadership) that you become interested in learning more about and want to research. Because you will answer questions about the articles and area of leadership, ensure that all of your selected articles focus on only one particular aspect of leadership.
–Here are several selected examples of leadership aspects(you may choose one from these or other topics): leadership style, charismatic leadership, leadership effectiveness, transactional versus transformational leadership, leadership ethics, leadership versus management, leadership development, participative leadership, servant leadership, leadership succession, leading by example, armchair theories of leadership, leadership values, effective leadership behavior, leading change and innovation, contingency theories of leadership, leadership in teams, developing leadership skills, power and influence tactics in leaders, strategic leadership, tactical leadership, etc. Please do not pick more than one single aspect of leadership to research.
–Use an on-line search engine to search academic on-line journals, such as ABI Inform through the library gateway at Cal Poly Pomona. You could use a more familiar search like Google, but you will get much better hits (it will filter a lot of junk) if you use Google Scholar. Note that magazine and newspaper articles are not what I am looking for in this assignment.
–Copy and paste the citations (the title, author’s name, source, and abstract) into one document and then upload the assignment to Blackboard before the cutoff date and time specified in the syllabus. Only copy and paste the complete citation as shown in the upcoming example. Do not critique or analyze the articles.
To receive credit, this assignment is to be done as an individual assignment (without collaboration with others).
Note due by 1pm on 11/19. No late submittals accepted.
Use spelling, grammar check, and page numbers.
This assignment is open book, open note.
Upload one copy only. Please submit this assignment to Blackboard. Do not combine multiple submittals (single submittal only).
Please leave the instructions visible (do not delete them before beginning your assignment).
–Answer questions provided after you read the articles and paste-in the citations.
Here is an example of the type of entry that I expect from you that I found on the ABI Inform site through the Cal Poly Pomona Library site. I used the search terms Leadership Style AND Hospitality, and checked the check box for Scholarly Journals and Full Text (so that I could read it). Here is a copy of the example citation (so this is about what one pasted-in citation should look like). Notice that this is taken straight from the author without any summary, critique or analysis from you.
Example entry:
Quality Management in the Hospitality Industry: Part 2. Applications, Systems and Techniques
Johns, Nick. International Journal of Contemporary Hospitality Management. Bradford: 1992. Vol. 4, Iss. 4; pg. 3, 5 pgs
Abstract (Summary)
The development of systems and techniques transferred from manufacturing quality management applications to the hospitality industry are reviewed. According to King (1986), the 5 aspects which differentiate service operations from product-oriented manufacture are: 1. intangible output, 2. perishability, 3. a complex, highly integrated delivery system, 4. presence of the customer in the service process, and 5. individuality of customers’ needs and satisfactions. Service operations thus require a management system which permits employees great naturalness and flexibility in customer transactions. A supportive, rather than directive, leadership style, the use of market research techniques to evaluate the service output, and measures of employee morale to monitor the organizational climate are advocated. Status differences, role ambiguity, role conflict, overload, and interpersonal incompatibility are among the factors obstructing the service interchange.
You can now begin pasting in your 20 citations on the lines provided below. Your citations should look about like the example provided above. Don’t worry about how much space an entry may take. Then, after reading the articles and pasting the entries into the numbered lines provided below, you will answer several questions.
Begin pasting in your citationson the numbered lines provided below. Don’t worry about skipping lines or re-formatting:
Understanding and Measuring Entrepreneurial Leadership Style
Maija Renko, Ayman El Tarabishy, Alan L. Carsrud and Malin Brännback. Journal of Small Business Management, Volume 53, Issue 1
Abstract
Although entrepreneurial leadership is embraced in the popular press and in classrooms, academic knowledge remains underdeveloped. We develop the construct of entrepreneurial leadership and argue that it involves influencing and directing the performance of group members toward achieving those organizational goals that involve recognizing and exploiting entrepreneurial opportunities. We discuss environmental, organizational, and follower‐specific contingencies that may influence the success of entrepreneurial leadership, and we test the reliability and validity of an empirical measure for this construct (the ENTRELEAD scale). Using this novel measurement tool, we find that entrepreneurial leadership is more prevalent among founder‐leaders than nonfounder leaders, which indicates construct validity.
Followers’ Perception of Leadership Style, Organizational Commitment and Regulatory Focus, Moderated by Organizational Types
Roni Mash (Senior Lecturer, the MA Program of Organizational Psychology, Ariel University Israel) and Lihi Cohen (Psychologist in Nonprofit Organizations Israel). Asian Journal of Social Sciences and Management Studies, Asian Online Journal Publishing Group, vol. 5(3), pages 137-146.
Abstract
Research hypotheses assumed that a positive connection would be found between transformational leadership, on one hand, and affective commitment and focus on promotion, on the other. It was also assumed that this connection would be stronger in coercive organizations. Furthermore, the research hypotheses assumed there would be positive connections between transactional leadership, on one hand, and continuance commitment and focus on prevention, on the other; stronger in utilitarian organizations. 82 employees of coercive organizations and 80 employees of utilitarian organizations participated in this study using the MLQ questionnaire, an organizational commitment questionnaire, and a regulatory focus questionnaire. It was found that the more a leader is perceived by followers as having a transformational style, the more followers will feel affective commitment toward the organization and the more they will focus on promotion and successes. Moreover, the more a leader is perceived as a transactional leader followers will feel more continuance commitment and be more focused on preventing failures. The moderation model by type of organization was confirmed. Difference between the connections noted above in coercive organizations as compared to utilitarian organizations was found.
Leadership style and the process of organizational change
Ann-Louise Holten (Department of Psychology, University of Copenhagen, Copenhagen, Denmark AND; The National Research Centre for the Working Environment, Copenhagen, Denmark), Sten Olof Brenner (The National Research Centre for the Working Environment, Copenhagen, Denmark). Leadership & Organization Development Journal,Vol. 36Issue: 1, pp.2-16
Abstract:
Purpose
– The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement.
Design/methodology/approach
– Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modeling.
Findings
– Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership.
Practical implications
– The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement.
Originality/value
– This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.
Keywords:
Change, Structural equation modeling, Transformational leadership, Change process, Recipient change reaction, Transactional leadership
Leadership style, salesperson’s work effort and job performance: the influence of power distance
Jay P. Mulki, Barbara Caemmerer&Githa S. Heggde
Pages 3-22 | Received 13 Sep 2013, Accepted 17 Aug 2014, Published online: 26 Sep 2014. Journal of Personal Selling & Sales Management Volume 35, 2015 – Issue 1
Abstract
As multinational organizations increase operations in emerging economies, firms need to understand how cultural values prevailing in a host country can influence leadership practices developed and practiced in Western economies. This study explores the relationships among leadership styles and salespeople’s attitudes and behaviours with data from salespeople in India with power distance measured at the individual level. Results suggest that for employees’ instrumental leadership is more effective in promoting employee effort and increasing job performance. In addition, the relationship between satisfaction with supervisor and turnover intentions is weaker or insignificant, while the relationship between satisfaction with supervisor and effort is stronger for employees in higher power distance organizations. The study highlights cultural sensitivities that need to be considered in formulating an effective leadership style in emerging market contexts.
Keywords: leadership style, emerging economies, national culture, satisfaction, job performance, turnover intentions
The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China
Jiali Zhang, Mohammad Faisal Ahammad, Shlomo Tarba, Cary L. Cooper, Keith W. Glaister & Jinmin Wang. The International Journal of Human Resource Management,26:7,1021-1050,DOI: 10.1080/09585192.2014.908316
Abstract
Leadership and talent retention are critical HR-related components in post-merger and acquisition (M&A) integration, but the extent to which these factors interact with each other and eventually contribute to the success of post-M & integration is under-explored. The present study investigates the effect of leadership styles on talent retention strategies and on the effectiveness of post-M & A integration in a Chinese context. Based on in-depth examination of an M & A case study, we propose that an authoritative, coaching, task-focused and relationship-focused approach has a positive influence on talent retention and effective post-M&A integration in a Chinese context. As far as talent retention strategies are concerned, authoritative leaders use communication, whereas leaders adopting a coaching style use an incentive structure to positively influence talent retention. Furthermore, task-focused leaders use position and performance in order to identify and retain talented employees. By contrast, relationship-focused leaders emphasize the guanxi network, communication and an incentive structure in their strategies of talent retention.
The Leadership Style Model That Builds Work Behavior Through Organizational Culture
Arasy Alimuddin and Agus Sukoco. JURNAL LENTERA: Kajian Keagamaan, Keilmuan Dan Teknologi 3, no. 2 (2017)
Abstract: The changes in organizational culture and work behavior is an important process for companies to survive in competition. And a change of leadership that is part of the change will pose challenges and reactions to the interests of its human resources. The research approach used quantitative research and included explanatory research to explain the causal relationship among variables through hypothesis testing with partial least squares path modeling (PLS-SEM) analysis technique. The results showed the influence of leadership style on positive work behavior but not significant. Reward and punishment no significant effect on work behavior. The organizational culture had a positive and significant effect on work behavior. The leadership style had a positive and significant effect on organizational culture. The reward and punishment had positive and significant effect on organizational culture. The findings of this study showed that participative leadership style model using reward and punishment mechanism could improve work behavior and organizational culture.
Leadership Style and Patient Safety: Implications for Nurse Managers
Merrill, Katreena Collette PhD, RN. JONA: The Journal of Nursing Administration: June 2015 – Volume 45 – Issue 6 – p 319–324doi: 10.1097/NNA.0000000000000207
OBJECTIVE: The purpose of this study was to explore the relationship between nurse manager (NM) leadership style and safety climate.
BACKGROUND: Nursing leaders are needed who will change the environment and increase patient safety. Hospital NMs are positioned to impact day-to-day operations. Therefore, it is essential to inform nurse executives regarding the impact of leadership style on patient safety.
METHODS: A descriptive correlational study was conducted in 41 nursing departments across 9 hospitals. The hospital unit safety climate survey and multifactorial leadership questionnaire were completed by 466 staff nurses. Bivariate and regression analyses were conducted to determine how well leadership style predicted safety climate.
RESULTS: Transformational leadership style was demonstrated as a positive contributor to safety climate, whereas laissez-faire leadership style was shown to negatively contribute to unit socialization and a culture of blame.
CONCLUSIONS: Nursing leaders must concentrate on developing transformational leadership skills while also diminishing negative leadership styles.
The role of status and leadership style in sales contests: A natural field experiment
WillemVerbeke, Richard P.Bagozzi, Frank D.Belschak. Journal of Business Research Volume 69, Issue 10, October 2016, Pages 4112-4120
Abstract
This paper addresses the question whether status alone, as compared to a combined financial/status incentive, is strong enough to motivate team members taking part in a retail sales contest to sell more goods to customers. Using a two-phase natural field experiment, we studied the impact of a sales contest on actual sales growth in 102 discount stores. The first experimental phase included a financial/status reward and status-only condition; the second experimental phase included financial/status reward, status-only, and control conditions. Compared to the control condition, the status-only condition had a significant effect on sales volume. Store managers’ leadership style, however, was found to have a moderating effect. Greater sales growth resulted in the financial/status reward condition when store managers had a transformational leadership style.
Does Leadership Style Make a Difference? Linking HRM, Job Satisfaction, and Organizational Performance
Brenda Vermeeren, Ben Kuipers, and Bram Steijn. Review of Public Personnel Administration, 34(2), 174-195.
Abstract
With the rise of New Public Management, public organizations are confronted with a growing need to demonstrate efficiency and cost-effectiveness. In this study, we examine the relationship between public organizational performance and human resource management (HRM). Specifically, we focus on job satisfaction as a possible mediating variable between organizational performance and HRM, and on the influence of a supervisor’s leadership style on the implementation of Human Resource (HR) practices. Drawing on a secondary analysis of data from a national survey incorporating the views of 6,253 employees of Dutch municipalities, we tested our hypotheses using structural equation modeling. The findings indicate that (a) job satisfaction acts as a mediating variable in the relationship between HRM and organizational performance and (b) a stimulating leadership style has a positive effect on the amount of HR practices used, whereas (c) a correcting leadership style has no effect on the amount of HR practices used.
Keywords HRM, leadership style, job satisfaction, organizational performance, public sector, Dutch municipalities
Drivers of Employee Engagement: The Role of Leadership Style
SapnaPopli and Irfan A. Rizvi. Global Business Review. Volume: 17 issue: 4, page(s): 965-979
Abstract
The primary objective of this research article is to study the drivers of employee engagement especially the influence of leadership style. The article has used a multi-cross-sectional descriptive design. The empirical study is based on the data collected from 340 front-line employees from five organizations across the service sector in the Delhi—National Capital Region (NCR). The results from this study reveal significant relationships between leadership styles and employee engagement. A moderating influence of age and education was also found in the relationship between leadership styles and employee engagement. The study highlights the importance and the significant role of employee engagement and the role leadership styles play in developing a culture of engagement. Appropriate leadership styles and human resource (HR) practices that drive engagement need to be fostered in organizations to drive performance. The instruments used for the study are Multi-factor Leadership Questionnaire (MLQ-5X Short Rater Form) for leadership style and E3 (Development Dimensions International [DDI]) to capture employee engagement.
Keywords Employee engagement, transformational leadership, transactional leadership, leadership style, passive-avoidant leadership, India
Organizational outcomes of leadership style and resistance to change (Part Two)
Author(s):
Steven H. Appelbaum , Medea Cesar Degbe , Owen MacDonald and Thai-Son NGUYEN-QUANG. Industrial and Commercial Training,Vol. 47Issue: 3, pp.135-144, https://doi.org/10.1108/ICT-07-2013-0045
Purpose
– Organizations must react rapidly to evolving environments by engaging in change, ranging from minor adjustments to radical transformation. Many obstacles are encountered on the path towards achieving positive organizational outcomes, among which resistance to change prevents the level of mobilization critical to achieve a successful transformation. The purpose of this two-part paper is to offer a review of the body of knowledge explaining how leadership styles may address resistance to change in order to achieve desired organizational outcomes. For this purpose, multiple organizational concepts are visited and linked through a synthesized model proposing causality relationships between the various elements.
Design/methodology/approach
– A range of recently published empirical and practitioner research papers were reviewed to analyse the relationships in search of the variables that affect resistance during a major organizational change. In order to synthesize and bridge many concepts that are often studied separately, an overall model is proposed to help establish causal relationships between the elements of interest influencing organizational outcomes, in the context of a change.
Findings
– Leadership acts as an input at multiple levels, influencing organizational outcomes both directly – by continuously shaping employee attitude throughout change – and indirectly – by regulating the antecedents and moderators of their predisposition to change. These subsequently shape the extent of resistance to change, which translates from the perception of, commitment to and involvement in the change process. The interaction of the organizational environment with these factors ultimately determines the organizational outcome resulting from the change initiatives.
Research limitations/implications
– The model must be tested in another empirical article to measure its effectiveness. The complexity of the model may, however, hinder the ability to successfully correlate all the concepts.
Practical implications
– The paper suggests an overall framework that may help leaders and organizational development practitioners identify the major factors which may be considered during a change initiative or a transformation.
Social implications
– This paper highlights the multi-dimensional role of leadership style in successfully achieving organizational changes. Leaders’ emotional aptitude to influence their followers and employees’ natural and contextual predisposition to change transact to shape organizational outcomes. These social elements must be carefully assessed not only prior to embarking on a change implementation, but also to proactively invest in psychologically directed organizational training and development, at all hierarchical levels.
Originality/value
– The synthesis model is the novel contribution of the paper. It proposes an organized approach to relate multiple close yet distinct concepts that have so far been predominantly discussed separately.
Keywords:
Transformational leadership, Transactional leadership, Leadership style, Organizational outcomes, Resistance to change
ORGANIZATIONAL CLIMATE, LEADERSHIP STYLE AND EMOTIONAL INTELLIGENCE AS PREDICTORS OF QUALITY OF WORK LIFE AMONG BANK WORKERS IN IBADAN, NIGERIA
Adeyemo D. A., Dzever Linus Terry, Nyananyo Julius Lambert.European Scientific Journal, ESJ, Volume 11, No 4 (2015)
Abstract
The effects of organizational climate, leadership style and emotional intelligence on the quality of work life were investigated in this study. The participants were two hundred and fifty bank workers drawn from selected commercial banks within Ibadan metropolis. Three research questions and hypotheses were raised in the study. Four valid and standardized instruments were administered on the participants. Pearson product moment correlation, multiple regression analysis and analysis of variance were used to analyse data at 0.05 level of significance. The result shows that the three independent variables when combined were effective in predicting quality of work life. The three variables contributed significantly to quality of work life of the participants with leadership styles as the most potent predictor in the study.. the result also show there was also a significant difference in quality of work life among participants with Democratic, Autocratic and Laissez faire leadership with contributions of democratic style being the most potent. Based on the findings, it is suggested that management should take into cognizance the importance and roles of emotional intelligence and leadership styles in enhancing quality of work life among employees
The importance of leadership style and psychosocial work environment to staff‐assessed quality of care: implications for home help services
Kristina Westerberg PhD and Susanne Tafvelin PhD. Health & social care in the community, Volume 22, Issue 5,pages 461-468.
Abstract
Work in home help services is typically conducted by an assistant nurse or nursing aide in the home of an elderly person, and working conditions have been described as solitary with a high workload, little influence and lack of peer and leader support. Relations between leadership styles, psychosocial work environment and a number of positive and negative employee outcomes have been established in research, but the outcome in terms of quality of care has been addressed to a lesser extent. In the present study, we aimed to focus on working conditions in terms of leadership and the employee psychosocial work environment, and how these conditions are related to the quality of care. The hypothesis was that the relation between a transformational leadership style and quality of care is mediated through organisational and peer support, job control and workload. A cross‐sectional survey design was used and a total of 469 questionnaires were distributed (March–April 2012) to assistant nurses in nine Swedish home help organisations, including six municipalities and one private organisation, representing both rural and urban areas (302 questionnaires were returned, yielding a 65% response rate). The results showed that our hypothesis was supported and, when indirect effects were also taken into consideration, there was no direct effect of leadership style on quality of care. The mediated model explained 51% of the variance in quality of care. These results indicate that leadership style is important not only to employee outcomes in home help services but is also indirectly related to quality of care as assessed by staff members.
The Influence of Nurse Manager Leadership Style on Staff Nurse Work Engagement
Manning, Jennifer DNS, APRN, CNS, CNE
JONA: The Journal of Nursing Administration: September 2016 – Volume 46 – Issue 9 – p 438–443
Abstract
BACKGROUND: Nursing literature supports the importance of an engaged nursing workforce as a means to positively influence performance. Nurse manager leadership style plays a critical role in engaging staff nurses. These relationships have been minimally studied in nurse managers and staff nurses.
OBJECTIVE: The aim of this study is to evaluate the influence of nurse manager leadership style factors on staff nurse work engagement.
METHODS: Using a descriptive correlational research design, 441 staff nurses working in 3 acute care hospitals were surveyed. Survey instruments included the Utrecht Work Engagement Scale and the Multifactorial Leadership Questionnaire 5X short form.
RESULTS: Transactional and transformational leadership styles in nurse managers positively influenced staff nurse work engagement. Passive-avoidant leadership style in nurse managers negatively influenced staff nurse work engagement.
CONCLUSIONS: Nurse Managers who provide support and communication through transformational and transactional leadership styles can have a positive impact on staff nurse work engagement and ultimately improve organizational outcomes.
Linking managerial practices and leadership style to innovative work behavior: The role of group and psychological processes
Author(s):
Carlo Odoardi, Jean-SébastienBoudrias and AdalgisaBattistelli. Leadership & Organization Development Journal,Vol. 36Issue: 5, pp.545-569
Abstract:
Purpose
– The purpose of this paper is to propose and test a theoretical model linking individual perceptions of participative leadership style and managerial practices (i.e. teamwork and information sharing) to individual innovative behavior through the mediating mechanisms of: perceptions of team support for innovation and team vision; and psychological empowerment.
Design/methodology/approach
– Self-report data were collected from 394 employees working in five organizations. Structural equation models were conducted to empirically test the hypothesized research model.
Findings
– As hypothesized, participative leadership, teamwork and information sharing positively predicted perceptions of team support for innovation and team vision, which in turn fostered psychological empowerment. The latter was further positively associated with innovative performance.
Practical implications
– The results of the present study inform management of the group processes (i.e. team vision and support for innovation) that can mobilize employees to engage in effective innovative activities. Importantly, the findings indicate that for such processes to be developed and nurtured, teamwork activities should be promoted within work groups, effective communication systems should be implemented throughout the organization, and participatory skills should be developed among supervisors.
Originality/value
– The study represents one of the first attempts to investigate the perceived group and psychological processes that can explain how managerial practices and leadership style jointly benefit employee innovative behavior.
Keywords:
Leadership, Psychological empowerment, Managerial practices, Group processes, Innovative work behavior
Leadership style and organisational commitment among nursing staff in Saudi Arabia
Mansour Al‐Yami PhD, Paul Galdas PhD and Roger Watson PhD. Journal of nursing management, Volume 26, Issue 5, pages 531-539.
Abstract
Aims
To examine how nurse managers’ leadership styles, and nurses’ organisational commitment in Saudi Arabia relate.
Background
Effective leadership is influential in staff retention; however, recruiting and maintaining nurses is an increasing problem in Saudi Arabia.
Methods
Using a survey design, the Multifactor Leadership Questionnaire and the Organisational Commitment Questionnaire were distributed to a sample of 219 nurses and nurse managers from two hospitals in Saudi Arabia.
Results
Transformational leadership was the most dominant leadership style. After controlling for the influence of manager/staff status, nationality and hospitals, transformational leadership was the strongest contributor to organisational commitment. Perceptions of both transformational and transactional leadership styles, increased with age for nurse managers and nursing staff.
Conclusion
Introducing the Full Range of Leadership model to the Saudi nursing workforce could help to prepare Saudi nurses for positions as nurse managers and leaders.
Implications for Nursing Management
The study provides insight into the type of leadership that is best suited to the dynamic and changing health care system in Saudi Arabia. It is possible that transformational leaders could influence and induce positive changes in nursing.
1 AIMS
To examine, for the first time, how nurse managers’ leadership style and nurses’ organisational commitment are related in Saudi Arabia.
2 BACKGROUND
Employment of nurses in Saudi Arabia numbers 36 per 10,000 population (Almalki, FitzGerald, & Clark, 2011), which is lower than in Bahrain (58/10,000), the USA (98/10,000) and the UK (101/10,000) (WHO, 2010). Nursing in Saudi Arabia relies greatly on expatriates from 52 countries (Suliman, 2009). At the end of 2011, the number of nurses across all health sectors in Saudi Arabia was 134,632, with Saudi nationals making up only 34% of this number (Ministry of Health, 2012); in the main referral hospital (King Faisal Specialist Hospital) the figure was merely 1–2% (Fielden, 2012).
Despite ‘Saudization’, whereby the government tries to attract and retain more Saudis into nursing there are obstacles such as poor working conditions, limited opportunities for balancing work and family responsibilities, and a poor image of nursing (Al‐Mahmoud, Mullen, & Spurgeon, 2012). Saudi women do not choose nursing as a profession for cultural reasons (Al Hosis, Mersal, & Keshk, 2013; Gazzaz, 2009).
The social conditions for expatriate nurses tend to be poor, and religious and cultural differences, social values and language create barriers between them and local patients (Al‐Mahmoud et al., 2012; Fielden, 2012). Expatriate nurses tend to move when they have acquired enough knowledge and experience, to developed countries where they experience better working conditions (Aldossary, While, & Barriball, 2008).
Job dissatisfaction is the main driver of nursing turnover in Saudi Arabia, and effective leadership is crucial in generating job satisfaction and retention issues (Zaghloul, Al‐Hussaini, & Al‐Bassam, 2008). Identifying the prevailing nursing leaders’ styles, and any correlation with organisational commitment and nursing retention, will help to develop our understanding of effective leadership (Eneh, Inen‐Julkunen, &Kvist, 2012; Lavoie‐Tremblay, Fernet, Lavigne, & Austin, 2016). There is a growing body of Saudi literature on the retention of nursing staff as measured by job satisfaction (Abualrub & Alghamdi, 2012; Al‐Ahmadi, 2009), intention to leave (Zaghloul et al., 2008) and gender (Alghamdi, Topp, & AlYami, 2017). However, we know little about the impact of leadership styles on retention.
3 CONCEPTUAL FRAMEWORK
The conceptual framework was the full range of leadership (FRL) model (Bass, 1985), which is a model of transformational leadership (Fischer, 2016) largely based on Burns’ (1978) conceptualization. It is the most widely adopted leadership model used (Kirkbride, 2006) and a framework used to develop their knowledge and skills related to leading staff (McGuire & Kennerly, 2006). Transformational leadership includes: charisma or idealized influence; inspirational motivation; intellectual stimulation, and individualized consideration – which tend to be positively associated with ‘emotional intelligence (Echevarria, Patterson, & Krouse, 2017). Idealized influence characterizes leaders who are ideal role models for followers (Bass &Riggio, 2006). The model also includes laissez‐faire or no leadership which is the avoidance or absence of leadership where leaders do not actively participate in any processes of leadership: this is regarded as the least effective style (Bass & Riggio, 2006).
Effective nursing leadership has been positively linked to nurses, patients and organisation outcomes (Cummings et al., 2010; Squires, Tourangeau, Laschinger, & Doran, 2010). A recent Netherlands study (Schreuder et al., 2011), involving 699 nurses showed that effective leadership style was inversely associated with the number of days of sickness absence and short episodes of sickness absence. Therefore, training nurse leaders in effective leadership styles could decrease understaffing. The present study was designed to examine the relationship between nurse managers’ leadership styles, and nurses’ organisational commitment in Saudi Arabia.
4 METHODS
4.1 Procedure
Two hundred and sixty nurses from two medical cities in Riyadh, Saudi Arabia, were approached to complete the study.
4.2 Participants
Based on the power analysis described below two random samples were taken from each medical city and the resulting sample is described in the Results section.
4.3 Setting
The two biggest MOH medical cities in Riyadh were selected. The first site, one of the biggest independent medical cities in the Middle East, consists of four hospitals: a general hospital; a specialist women’s hospital; a paediatric hospital, and a rehabilitation hospital. It is part of a project by the Saudi MOH that aims to decentralize public hospitals to give them more operational and financial independence to provide high quality. The medical city is governed and funded independently and the total population of nursing staff is 2,100.
The second hospital is a medical complex composed of six different hospitals (general, paediatric, dental, diabetic, rehabilitation and women’s health) and is the main referral MOH facility in Riyadh region. It receives its budget and regulations from the central MOH and the total population of nursing staff is 2,758.
4.4 Measures
Two measures were used: the Arabic version of the Multifactor Leadership Questionnaire (MLQ) and the Organisational Commitment Questionnaire (OCQ; translated into Arabic). The MLQ (Bass, 1985) purports to measure the extent to which transactional and transformational leadership is present and consists of 36 items which is composed of three main dimensions: transformational leadership (this includes idealized attributes; idealized behaviours; inspirational motivation; intellectual stimulation, and individualized consideration; transactional leadership (contingent reward and management‐by‐exception [active], and passive/avoidant (management‐by‐exception [passive] and laissez‐faire); the Arabic version had been reported to have acceptable reliability (Abualrub & Alghamdi, 2012) with Cronbach’s alpha > .60 for all three dimensions. The OQC (Mowday, Steers, & Porter, 1979) purports to measure the degree of commitment a member of staff experiences towards the organisation as demonstrated by the employee’s readiness to give back to the organisation. The OCQ, which consists of 15 items: value commitment (9 items) and commitment to stay (the remaining 6 negatively worded items), was translated into Arabic for the present study and had Cronbach’s alpha of .77 and the confirmatory factor analysis is reported in Alyami (2013).
4.5 Analysis
Statistical analyses were carried out using SPSS version 20.0 and included t tests, Pearson’s correlation and hierarchical regression. Cases with missing data were listwise deleted. Outliers were detected using a box and whisker plot with the application of Hoaglin and Iglewicz’s (1987) rules regarding the interquartile range. Only one outlier was identified by this method but a histogram plot of the data indicated that it could be included in the analysis without prejudice. The primary outcome was the correlation between leadership style and organisational commitment as measured by the MLQ and the OCQ, respectively, and according to Cohen’s (1992) criteria for power analysis, at a power of .80, p < .05 and to detect a medium effect, a sample size of 85 is required.
4.6 Ethics
Ethical approval for the study was obtained from the University of Sheffield Research Ethics Committee. Participation was voluntary and completion and return of the information sheet and questionnaires was taken as consent to participate. Anonymity was assured.
5 RESULTS
5.1 The perception of leadership style
Two hundred and twenty‐three nurses agreed to participate and 219 completed the questionnaire; the response rate was 84% which, according to the power analysis, was adequate. Of the participants, 55 (25%) were nurse managers and 164 (75%) were staff nurses. Most were female (n = 194; 89%), non‐Saudi (n = 183; 84%), married (n = 153; 70%), educated to Bachelor degree level or above (n = 126; 58%), had over 7 years of experience (133; 61%) and aged over 30 (143; 65%). Nurse managers were older with the majority being over 40 (n = 29; 53.7%, compared with n = 42; 26% staff nurses).
Nurse Managers and nursing staff concurred in their perception of different leadership behaviours: transformational leadership gained the highest mean score, followed by transactional leadership and passive‐avoidant leadership respectively (Table 1).
Table 1. Nurse managers’ and staff nurses’ perceptions of leadership styles
Leaders (n = 55)
Staff nurses (n = 164)
t
p
Mean
SD
Mean
SD
Transformational leadership
3.24
0.49
2.52
0.75
8.14
<.01
Idealized influence (attribute)
3.06
0.70
2.57
0.80
4.04
<.01
Idealized influence (behaviour)
3.20
0.56
2.57
0.80
6.46
<.01
Inspirational motivation
3.33
0.59
2.65
0.86
6.51
<.01
Intellectual stimulation
3.47
0.59
2.41
0.89
7.05
<.01
Individualized consideration
3.16
0.60
2.42
0.86
10.10
<.01
Transactional leadership
2.96
0.58
2.50
0.73
4.22
<.01
Contingent reward
3.22
0.57
2.54
0.93
6.48
<.01
Active management‐by‐exception
2.70
0.92
2.46
0.86
1.74
.83
Passive – avoidant leadership
0.84
0.67
1.36
0.87
−4.62
<.01
Passive management‐by‐exception
0.97
0.85
1.41
0.92
−3.12
<.05
Laissez‐faire
0.71
0.75
1.31
0.97
−4.79
<.01
Score range: 0 (not at all) to 4 (frequently if not always).
5.2 The perception of organisational commitment
Scores for organisational commitment between nurse managers (mean = 5.49; SD = 0.96) and staff nurses (mean = 4.97; SD = 0.99; t (217) = 3.44, p = .01) differed significantly, suggesting the level of organisational commitment was higher for nurse managers (Table 2). There was a significant difference in organisational commitment scores between Saudi staff (mean = 4.53; SD = 1.33) and non‐Saudi staff (mean = 5.21; SD = 0.89; t (41.39) = −2.93, p = .01), which indicates that the level of organisational commitment was higher for non‐Saudi staff (Table 3).
Table 2. The organisational commitment questionnaire subscales by occupational rank
Group
Nurse managers (n = 55)
Staff nurses (n = 164)
t
p
M
SD
M
SD
Organisational commitment questionnaire
5.49
.96
4.97
.99
3.44
<.01
Value commitment subscale
5.76
1.12
5.48
1.16
1.54
.120
Commitment to stay subscale
5.10
1.22
5.48
1.16
4.79
<.01
Table 3. The organisational commitment questionnaire subscales by nationality
Nationality
Saudi (n = 36)
non‐Saudi (n = 183)
t
p
M
SD
M
SD
Organisational commitment questionnaire
4.53
1.33
5.21
.89
−2.93
<.01
Value commitment subscale
4.72
1.67
5.71
.95
−3.48
<.01
Commitment to stay subscale
4.26
1.23
4.46
1.28
−.850
.396
5.3 Leadership style and organisational commitment
The correlation between different leadership styles and organisational commitment was determined using Pearson Product‐Moment correlation. Transformational leadership (TRL) and organisational commitments were positively related represented by value commitment and commitment to stay (r = .374, p < .01 and .345, p < .01, respectively). Transformational leadership subscales were positively correlated to organisational commitment. However, the strongest correlations were found between inspirational motivation related to value commitments (r = .387, p < .01) and between the individual consideration subscale related to commitment to stay (r = .333, p < .01) (Table 4). Transactional leadership is more strongly related to commitment than to transformational leadership. This is particularly evident in the relationship between the contingent reward and both value commitment and commitment to stay (r = .409, p < .01 and .355, p < .01, respectively). Passive avoidant leadership (PAL) and commitment were negatively correlated (r = −.240, p < .01 and −.240, p < .01, respectively). Both management by‐exception‐passive and laissez‐faire leadership styles were found to have negative correlations with both value commitment and commitment to stay. Although there were significant correlations between different leadership styles and organisational commitment, there were also variations between groups and cities which could confound this.
Table 4. Correlations between MLQ subscales and OCQ subscales using Pearson product‐moment
Total OCQ
Value commitment
Commitment to stay
Transformational leadership (TRL)
0.432b
0.374b
0.345b
(TRL) Idealized influence – attributes
0.332b
0.271b
0.288b
(TRL) Idealized influence – behaviour
0.365b
0.314b
0.294b
(TRL) Inspirational motivation.
0.425b
0.387b
0.314b
(TRL) Individual consideration
0.402b
0.341b
0.333b
(TRL) Intellectual stimulation
0.391b
0.345b
0.304b
Transactional Leadership (TAL)
0.416b
0.391b
0.291b
(TAL) Contingent reward
0.461b
0.409b
0.355b
(TAL) Management‐by‐exception‐ active
0.215b
0.228b
0.116
Passive/Avoidant leadership (PAL)
−0.286b
−0.240b
−0.240b
(PAL) Management‐by‐exception‐passive
−0.226b
−0.210b
−0.162a
(PAL) Laissez‐faire
−0.293b
−0.225b
−0.273b
n = 219. MLQ, multifactor leadership questionnaire; OCQ, organisational commitment questionnaire.
a Correlation is significant at the .05 level (2‐tailed).
b Correlation is significant at the .01 level (2‐tailed).
Hierarchical regression was carried out as follows (Dancey&Reidy, 2011) variables were entered in a fixed order of entry to control for the effects of covariates or to test the effects of certain predictors (Seber & Lee, 2003), this procedure was followed to investigate the effects of leadership styles on organisational commitment, controlling for medical city, manager/staff status and Saudi/non‐Saudi nationality. Controlled variables were entered first into a model predicting organisational commitment followed by three consecutive models where the variables of transformational, transactional and passive avoidance leadership styles were added respectively to each model.
Hierarchical regression analysis showed the controlled variables (medical city, manager/staff status and nationality) explained 16% of the variance in organisational commitment among hospital nurses in Saudi Arabia (R2 = .16, F = 13.2, p < .01). Transformational leadership style, when added to the regression equation, explained 25% of the variance in organisational commitment (R2 = .25, F = 26, p < .01). When transactional leadership style was added it explained 26% of the variance in organisational commitment (R2 = .26, F = 3.3, p = .07). Adding passive avoidance leadership style explained 28% of the variance in organisational commitment (R2 = .28, F = 6.6, p = .11). The addition of the transactional and passive avoidance leadership styles variables did not significantly improve prediction, Adding only 1% and 2% additional explanation to the R2. The transformational leadership style produced a statistically significant increase in R2 (∆R2 = .09, F = 25.9, p < .01), suggesting that the transformational leadership style explains an additional 9% of the variance in organisational commitment, even when the effect for medical city, manager/staff status and Saudi/non‐Saudi nationality variables were controlled, indicating that transformational leadership style has a unique effect in predicting the staff nurses’ level of organisational commitment in Saudi Arabian hospitals. The final model showed that 28% of the variation in organisational commitment was explained by the demographic variables (medical city, manager/staff status and nationality), transformational, transactional and passive avoidance leadership styles (Table 5).
Table 5. Summary of the hierarchical regression analysis for variables predicting organisational commitment (n = 219)
B
SE (B)
Std β
t
R2
∆R2
Model 1
Medical city
−6.7
1.9
−.22a
−3.4
.16
.16
Professional status
−7.6
2.2
−.22a
−3.5
Nationality
−7.6
2.6
.19a
2.9
Model 2
Transformational leadership
7.0
1.4
.35a
5.1
.25
.09
Model 3
Transactional leadership
5.1
2.1
.25a
2.5
.26
.01
Model 4
Passive avoidance leadership
−3.0
1.2
−.17a
−2.6
.28
.02
B, unstandardized coefficient; SE (B), standard error B; Std β, standardized coefficient (beta); R2, R square; ∆R2, R square change; t, t test.
a Significant at .05.
5.4 Leadership style
No significant difference was found between marital status in respect to leadership style and their subscales; there was a predominance of married participants. Regarding transformational leadership, the youngest participants (younger than 31 years old) scored lowest while older participants (older than 40 years old) scored highest on transformational leadership – there were statistically significant differences in means between age groups. However, the highest score recorded among all transformational leadership subscales was inspirational motivation which was also the highest among all age categories. All age groups revealed the same pattern in terms of the transactional leadership style. Passive‐avoidant leadership showed a significant decline in mean scores over age (the younger the age, the higher score and vice versa). There was no significant difference between educational level and leadership styles (p > .05). Participants with less experience (fewer than 7 years) and participants with longer experience (more than 18 years) scored higher in perceiving passive‐avoidant leadership style compared with participants whose experience fell between 7 and 18 years, revealing significant differences in means between experience groups (p = .04 and .01, respectively) (Table 6).
Table 6. Comparing the perception of leadership style with the length of experience
Leadership style
Length of experience
F test
p value
Mean (SD)
Mean (SD)
Mean (SD)
Mean (SD)
Less than 7 years (n = 86)
7–12 years (n = 59)
13–18 years (n = 28)
More than 18 years (n = 46)
Transformational leadership
2.60 (0.77)
2.80 (0.80)
2.70 (0.69)
2.79 (0.73)
1.04
0.37
Idealized influence (Attribute)
2.66 (0.82)
2.72 (0.88)
2.82 (0.67)
2.62 (0.75)
0.39
0.75
Idealized Influence (Behaviour)
2.61 (0.79)
2.79 (0.84)
2.76 (0.78)
2.87 (0.72)
0.97
0.40
Inspirational Motivation
2.69 (0.89)
2.88 (0.93)
2.83 (0.72)
2.97 (0.74)
1.22
0.30
Intellectual Stimulation
2.54 (1.01)
2.83 (0.85)
2.58 (0.80)
2.76 (1.00)
1.32
0.26
Individualized Consideration
2.46 (0.75)
2.75 (0.96)
2.49 (0.90)
2.75 (0.88)
1.97
0.11
Transactional leadership
2.52 (0.74)
2.66 (0.79)
2.60 (0.66)
2.74 (0.62)
1.01
0.38
Contingent reward
2.56 (0.93)
2.86 (0.95)
2.70 (0.83)
2.79 (0.78)
1.49
0.21
Active management‐by‐exception
2.48 (0.85)
2.45 (0.96)
2.50 (0.88)
2.69 (0.80)
0.72
0.53
Passive – avoidant leadership
1.44 (0.91)
0.98 (0.73)
1.11 (0.82)
1.22 (0.80)
3.67
0.01
Passive management‐by‐exception
1.48 (0.97)
1.04 (0.81)
1.26 (0.92)
1.31 (0.86)
2.67
0.04
Laissez‐faire
1.40 (1.04)
0.92 (0.80)
0.96 (0.88)
1.14 (0.90)
3.54
0.01
6 CONCLUSIONS
The results of this study must be viewed with the limitation that there may be an inevitable and unaccountable self‐selection bias in the data; nevertheless, the composition of the participants reflects the population from which they were drawn. Moreover, the appropriateness of the measures used in the present study in Saudi Arabia may be questioned. Nurse managers perceived themselves as transformational leaders and transactional leaders simultaneously. This is congruent with Bass & Bass (2008) who said that leaders can simultaneously display transformational and transactional characteristics. However, in our study the transformational leadership styles were more evident than transactional leadership, which has also been noted in previous studies (Abualrub & Alghamdi, 2012; Al‐Hussami, 2008).
A transformational leadership style can be important in effecting staff retention; a recent study found that nursing leaders demonstrating transformational leadership behaviours increased staff retention (Casida & Parker, 2011). In the current study, the most frequently displayed transformational subscale behaviour was intellectual stimulation, while the lowest average scores were for idealized influence. The ability of nurse managers to fully implement a transformational leadership style can be affected by factors such as the culture of the working environment. In most Saudi health organisations, for example, the male physicians usually lead the medical team and do not always respect the boundaries between medical and nursing areas of responsibility in nursing procedures. The results from the MLQ mirrored the results for nurse managers in that they showed that nursing staff viewed their managers’ leadership style to be both transformational and transactional. The issue of commitment to the employing organisation is relevant to the Saudi Arabia health care system that is dependent on non‐Saudis whose long‐term commitment may lie elsewhere. Participants in the sample had high levels of organisational commitment, relative to a study conducted in Saudi Arabia concluding that nursing staff in Saudi hospitals were not loyal and leave if they found alternative opportunities (Al‐Aameri, 2000). However, the results reported here should be interpreted with caution as the Arabic version of OCQ was newly translated for this study and had not been previously validated.
A significant relationship was found between organisationalcommitment of staff nurses in relation to a transformational leader, indicating staff become more committed to their hospital when a manager displays transformational leadership characteristics. This result parallels the work of Laschinger, Finegan, and Wilk (2009) who found that effective leadership styles influence individual nurses’ responses to the place of work and their organisational commitment. The transformational leadership style has positive and direct association with the level of organisational commitment and retention, with a significant impact on patient outcomes and the viability of the health organisation (Casida & Parker, 2011).
Transformational leaders in the study who displayed inspirational motivation were more likely to lead committed nurses: the results showed that the most significant correlation was between the transformational leadership subscale (inspirational motivation) and organisational commitment as perceived by nursing staff among all transformational subscales. Given the strong positive association between effective leadership styles and organisational commitment, and the strong link between organisational commitment and staff turnover, this is an important finding in the light of the global shortage in nursing. This study supports the full range leadership model, which holds that transformational leadership style influences commitment. Committed nurses are more involved in their hospitals, put in more effort at work, and strongly desire to stay in their hospitals.
The relationship between leadership style and organisational commitment showed that, although both transformational and transactional leadership styles were positively correlated with organisational commitment, transformational leadership had the greater influence on organisational commitment, suggesting that higher commitment to the Saudi health care organisations can be influenced by transformational leaders more than by those with other leadership styles.
No difference was found between marital status and leadership style, indicating that marital status has no association with an individual’s perception of leadership style. This result parallels Omer (2005). However, there was a significant difference in means between age groups and transformational and transactional styles where means of perceiving these leadership styles increased with age (the younger the age, the lower the score, and vice versa). All transformational leadership and transformational subscales had the same pattern whereby the youngest participants (younger than 31 years old) had the lowest scores while older participants (older than 40 years old) had the highest scores. Older nurses in Saudi Arabia may have gained enough experience to build effective and professional relationships with their managers and to recognize, clearly, effective leadership behaviours. Alternatively, the nurse managers treat older nursing staff with considerable respect, which is in keeping with the Saudi culture of respecting those who are older than oneself. The level of education of the participants and the five transformational factors, the three transactional factors and the two passive avoidance factors were not significantly related. There was, however, a significant difference between the length of experience and the passive avoidance leadership and laissez‐faire subscales only. This reinforces the previous result related to age, as age is an indicator of experience, hence younger nurses are most likely to be less experienced and vice versa.
This study shows that participants felt more committed to the organisation where there is transformational leadership, as evidenced by the high correlation between transformational leadership subscales and organisational commitment and by the unique contribution of transformational leadership in explaining the variance in organisational commitment. We thus contribute to the literature on transformational leadership style and its importance in generating and enhancing staff retention. A recent systematic literature review highlighted the positive relationship between transformational leadership and staff retention (Cowden, Cummings, & Profetto‐Mcgrath, 2011), and transformational leadership style has been documented as the most commonly reported style among nurses’ leaders in the Magnet Recognition Program® (Clavelle, Drenkard, Tullai‐McGuinness, & Fitzpatrick, 2012).
A recent Saudi study (Abualrub&Alghamdi, 2012) that emphasized the significant role of effective nursing leaders in enhancing staff satisfaction and staff retention suggested some innovative strategies to enhance this role such as generating an open communication channel to encourage staff to participate in decision‐making processes, and offering a competitive benefits package. Furthermore, it recommended that junior nurse managers be supported by senior and top management in order that they can support and empower their own staff and be able to offer more significant strategies to enhance nursing retention.
Our study revealed no significant correlation between level of education and leadership style, which contrasts with some previous investigations. The reason for this discrepancy might lie in the level of educational attainment of nursing staff in Saudi Arabia: less than two‐thirds of the managers in our sample were educated to degree level and just 14% had a Master’s degree; the appointment of a member of staff to a position of leadership is not necessarily reliant on the candidate’s educational achievement. It is also worth noting that nursing staff in Saudi Arabia come from more than 50 different nations with diverse education systems (Suliman, 2009) whereas previous work that identified such a correlation was a study of populations whose members shared a similar educational background (Saccomanto& Pinto‐Zipp, 2011).
Our findings need to be considered in the specific context of current nurse training in Saudi Arabia. The poor image of nursing in Saudi Arabia, a major barrier to entering the profession, needs to be addressed (Abualrub&Alghamdi, 2012). Furthermore, Bachelor‐level nursing programmes in Saudi Universities are 5 years’ long, whereas the UK, Australia and other countries that are regarded as main locations for recruiting nurses offer bachelor degrees in nursing in 3 years.
Many newly graduated Saudi nurses seek to escape bedside duties to move to administrative or non‐nursing positions, such as medical secretary, which exacerbates the nursing shortage. The reasons for this drift from the nursing profession need to be better understood and appropriate interventions put in place, such as supportive orientation, continuing education and staff development programmes, as well as regulations and legislation. Although a recent Saudi study of 217 Saudi and non‐Saudi nurses found that their monthly income constituted only a small aspect of job satisfaction with respect to other factors (Al‐Dossary, Vail, & Macfarlane, 2012), nevertheless people often perceive their salary level as a proxy for the esteem in which their work is held. Therefore, it is important that nursing pay is fair and equitable, and that the pay structure is transparent and applicable to all nurses regardless of their country of origin.
7 IMPLICATIONS FOR NURSING MANAGEMENT
This study contributes to the work on leadership and organisational commitment in non‐Western health care. Nursing leadership can control or influence many of the variables that are associated with staff retention, and nurse leaders can play a key role in transforming the nursing workforce by improving satisfaction and commitment and promoting a healthy work environment. Nursing leaders in SA should work together to improve the image of nursing to increase the numbers of women in the nursing profession. Recent work (Alotaibi, Paliadelis, & Valenzuela, 2016) from Saudi Arabia indicates the aspects of staff development that nursing managers could facilitate and these include some resource intensive aspects such as educational opportunities and workload reduction but also cultural aspects – which should be amenable good leadership – such as perceived favouritism and the supportive role of religion in Saudi culture. In addition, the SA Ministry of Health hospitals could refer to those few hospitals in the Kingdom which have Magnet ® hospital status where nurse job satisfaction is reported as being high and nurse turnover rates are low (Alghamdi&Urden, 2016).
Beyond Saudi Arabia the study has implications for management of nursing across the Middle East (Aboshaiqah, 2016) where several of the oil‐rich Arabic speaking countries have large expatriate nursing workforces with high turnover. These countries: e.g. Bahrain, Qatar and Kuwait are undergoing processes to increase the numbers of their own nationals working as nurses. Likewise, the study informs similar work in Jordan – where more females need to be attracted to and retained in the nursing workforce – investigating nurse manager leadership styles (Abdelhafiz, Alloubani&Almatari, 2016) where the need to increase transformational leadership styles has been identified.
In terms of a contribution to the general literature on nursing management, this study provides further support to the notion that leadership styles influence job satisfaction and, thereby, reduce turnover. While there are inconsistencies in reporting the costs of nurse workforce turnover (Li & Jones, 2013) there is no dispute that turnover is expensive. Measures to reduce it, in addition to providing a more committed workforce providing better patient care (Collini, Guidroz, & Perez, 2015), will conserve resources which can be more appropriately allocated.
ACKNOWLEDGEMENT
The authors wish to acknowledge the contribution of Dr Tony Blackett formerly of The University of Sheffield, now retired, who was unable to review the final version of the manuscript.
CONFLICT OF INTEREST
The authors have no conflicts of interest personal or financial to declare.
Leadership Style, Job Satisfaction and Organizational Culture in the Greek Banking Organization.
Author(s): Belias, Dimitrios; Koustelios, Athanasios. Source: Journal of Management Research (09725814) . Apr-Jun2015, Vol. 15 Issue 2, p101-110. 10p.
Abstract:
The purpose of the present investigation is to study the relationship between Greek Banks’ leadership style, employee’s job satisfaction and organizational culture. Leadership is thought to be a key aspect of organizational culture, affecting employees’ satisfaction with their work, colleagues and superiors. For the purposes of the present study, leadership style was measured with the Multifactor Leadership Questionnaire (M. L. Q. – 5x), a tool created by Avolio and Bass (2004). The questionnaire measures different styles of leadership: 1) Transformational, 2) Transactional 3) Passive/ Laissez-faire. For the measurement of job satisfaction, the Employee Satisfaction Inventory (E. S. I.) was used, a tool created by Koustelios (1991). It includes 24 items which measure six dimensions of job satisfaction: 1. Working conditions, 2. Salary, 3. Promotions, 4. Work itself, 5. Immediate superior and 6. The organization as a whole. For the measurement of organizational culture the Organizational Culture Assessment Instrument (OCAI), developed by Cameron and Quinn (2006), was used. It consists of six questions (Dominant Characteristics, Organizational Leadership, Management of Employees, Organizational Glue, Strategic Emphases, Criteria of Success) and each question has four alternatives (A=Clan, B=Adhocracy, C=Market, D=Hierarchy). Results showed that there is a difference between the dominant (hierarchy) and the preferred culture types (adhocracy and clan), which is proportional to the relationship between leadership style and job satisfaction of employees.
Leadership Style and Career Success of Women Leaders in Nonprofit Organizations
Elwin Jones, Ronald Jones. Advancing Women in Leadership, Volume 37, Pages 37-48
Abstract
The purpose of this study was to examine the correlation between the leadership styles and the career success of women in nonprofit organizations. The Multifactor Leadership Questionnaire served as the instrument to identify transformation, transactional, and passive leadership styles. The development of a career success index through summing the coded values of data regarding job satisfaction, work-life balance, tenure in the nonprofit industry, tenure in current position, and compensation level facilitated correlational analysis with leadership style. The Gulf Coast region of the United States was the geographic region for the study. The results indicated a significant and positive correlation between the transformational and transactional leadership styles and the career success index, p = 0.024 for Pearson’s Product Moment; p = 0.038 for Spearman’s rho, and p = 0.012for Pearson’s Product Moment; p = 0.022 for Spearman’s rho, respectively. No significant relationship existed between passive leadership style and the career success index, with p = 0.81for Pearson’s Product Moment and p = 0.983 for Spearman’s rho.
Keywords: Women in leadership, leadership style, career success of women, nonprofit leadership
Assessing the influence of leadership style, organizational learning and organizational innovation
Author(s):
Shu-Hsien Liao, Chih-Chiang Chen, Da-ChianHu,Yu-Chun Chung, and Chiu-Ling Liu.
Source: Leadership & Organization Development Journal,Vol. 38Issue: 5, pp.590-609
Single Sentence Summary:
An examination of the influence of leadership, organizational learning (OL), and organizational innovation (OI) in Taiwan’s financial and information technology industries revealing that OL acts as a full mediator between the leadership and OI.
Abstract:
Purpose
Based on literature development, the purpose of this paper is to propose a conceptual framework and the theoretical model in order to examine the influence of leadership, organizational learning (OL), and organizational innovation (OI) in Taiwan’s financial and information technology industries.
Design/methodology/approach
Structural equation modeling is employed to evaluate the degree of influence each variable has on the others and whether their relationships differ in different industry. This study investigates a selection of firms from the top 100 financial and the top 1,000 high-technology enterprises in Taiwan in 2012 as the population. A total of 377 valid responses were collected from 2012 to 2013.
Findings
The research results indicate that OL acts as a full mediator between leadership and OI. Furthermore, industry type has moderating effect in the proposed research model.
Originality/value
Thus, considering appropriate leadership styles through learning to innovate might be a well leadership model to be further considered by different industries in the global countries.
Keywords:
Organizational learning, Leadership style, Organizational innovation, Moderating effect, Mediating effect
Exploring the role of leadership style on the service quality-customer satisfaction link: Evidence from a B2B environment
Author(s):
AngelosPantouvakisand Christos Patsiouras.
Source: International Journal of Quality and Service Sciences,Vol. 8Issue: 1, pp.88-101
Abstract:
Purpose
– The purpose of this paper is to explore the influence of the leadership style on the service quality–customer satisfaction link.
Design/methodology/approach
– A special survey instrument was developed and tested with the use of exploratory factor and regression analyses.
Findings
– Data from 118 small enterprises were collected through personal interviews, and results supported that the level of leadership style moderates the relationship between service quality and customer satisfaction despite what is commonly believed that leadership actually is a prerequisite of service quality.
Practical/implications
– Based on the fact that there is no literature connecting quality and satisfaction with leadership style, practitioners may be interested in finding out that executives’ behavior can influence the service provided to customers.
Originality/value
– Leadership style is a concept which has been associated with many variables such as service quality, performance and job satisfaction. In the marketing literature, it has been widely accepted that service quality is positively related to customer satisfaction. This work is the first trying to examine the effect of leadership style on service quality–customer satisfaction linkage under conditions of environmental uncertainty and instability.
Keywords:
Satisfaction, Service quality, Leadership style
Begin answering questions here. Begin your answer right after each question (don’t worry about skipping lines or re-formatting):
What aspect of Leadership did you choose for this assignment?(Just a few words is fine):
I chose to work on leadership style. That was based on the general leadership presentation in the field.
Why did you become interested in this particular aspect of leadership? (Write 4 or 5 sentences):
Leadership style is a great tool in determining the position of an individual in a defined structure. As such, it is important to inspect its merits based on what is required and what exactly works. I wanted to find out how leadership style fits in into the society. From the beginning, I thought that it always laid the basis on the levels of success everywhere leadership is applied.
Overall, before you read the articles, what do you think about being asked to read 20 articles about one particular aspect of leadership? (Write 4 or 5 sentences):
I think that the work would be tiring, tedious and monotonous. In fact, I don’t see any sense in going through such a number of readings when the idea could be built on a few. It is very hard to concentrate on all of them. Drawing conclusions can be very hard as every article has different content. As such, it is easy to be lost in the presentation of ideas.
After reading the articles, what do you think about being asked to read 20 articles about one particular aspect of leadership? Was this an effective way for you to learn more about this aspect of leadership? This method of study is often referred to as a limited literature review. If you had a negative reaction to this assignment, what method of study would you have preferred to get you to learn more about a particular aspect of leadership? (Write 4 or 5 sentences):
I think that a person’s mind and perspective is opened up the more when they decide to have different ways of looking at things. Reading 20 articles on the same thing proves to be effective. In fact, helps in coming up with conclusive ideas which cannot be questioned. Again, it improves research qualities as a person learns how to go through different materials and filter them while retaining the most important components. I would have preferred provision of already existing reading materials or article links to learn about leadership aspect.
Overall, and from a large perspective, what two or three things did you learn about this aspect of leadership that you did not know before reading the articles? (Write 4 or 5 sentences):
First, I learned that attitude is everything when success is at stake. Having a positive attitude towards any task help an individual succeed in their undertakings. Otherwise, failure is guaranteed. As such, it is important for a person to take their time and go through the presented task before settling their mind on whether or not it was effective for them to go about it in the given way.
In what way or ways is learning more about this aspect of leadership likely to help you become a more effective leader in the future? (Write 4 or 5 sentences):
I realized that leadership style has more underlying components into it. They range from personal qualities and expectations to that of the entity they are representing. In that case, the task prepared me to do more research and improve on my personal qualities if I wanted to succeed as a leader in the future. I gained enough guidelines which showed me that a person was as effective as the kind of choices they made and the decisions they thought would work for them. Learning about leadership style gave me a different view of how leaders should be prepared for their task. That is a great tool that will greatly guide me henceforth.
Re-visit the list of possible aspects that I listed for you as example aspects that you could read about for this assignment. After looking again at that list, what two or three other aspects of leadership would have interested you in studying and why?(Write 2 or 3 paragraphs):
After going through leadership style, I noticed that it took the same approach as servant leadership, leading by example and team leadership. This is because they are require collective effort which requires everyone working in harmony with the others for instance, as a leader, a person should know that there are other people around them. As such they should not establish a dictatorial structure which makes them paramount. If they do, then they will lose the respect and support for others and will eventually fail.
On the other hand, being a leader means being ready to always be there for each other. Because everything works around a team-like structure, the how that leadership is done determines the collective output of each team player. Leadership styles should incorporate such aspects as peer support, morale boosting and guidance. I was able to notice that leadership style needed that a person be selfless and be there for the others.
Again, nobody is perfect at any given time. Leadership styles show a great support of qualities gained through servant leadership and leading by example. Leaders should be ready to receive and evaluate the opinion of their subordinates. They should always know that they were once part of the subordinates group and they were built by the same system. As such, they should be ready to learn as they serve the general opinions of their entity. That way, people will have faith in them and will always look to learn from them too.
Now, thinking about this course overall (beyond these 20 articles), what three or four things did you learn about leadership this term that you did not know before? How will this new learning help you become a more effective leader in the future? (Write 2 or 3 paragraphs):
First, I learned that for a person who wants to be a leader in future, they should seek to sharpen their leadership skills as earliest as possible. As such, sparing more time to learn can help. One should not be too rigid and changes should always be anticipated. That gives a leader or potential leader a chance to react in time and adjust their leadership structure to cope with the changes. A leader who does not dedicate their time into learning will always find it hard to impose their leadership.
A person should also now that the opinion of other people matters as much as does theirs. For instance, leadership is always built on support rather than personal manifestation. To be called a leader, there must be subordinates who support your leadership opinions, qualities and structure. Otherwise you will be a lone figure. Even when in power, the support of the subordinates always determines how long you will retain that power. As such, it is important for leader to work with them and share with them.
Again, timing is everything as a leadership. Leadership is based on how precise the leaders are when implementing changes or advocating for new policies. A leader should not go into as far as hurting their subordinates. They should always weigh down on their decisions and find out how it will impact their leadership. Engaging the relevant people is important as a leader. With this knowledge, I am sure that I can become a better leader in future. I will always seek to improve on what I have while at the same time seeking to learn more. That will give me an edge over any setbacks that may present themselves.
If you were to focus overall on one or two particular things that stood out as, perhaps, the most important to you about leadership in this course, what would it or they be? (Write 4 or 5 sentences):
Respecting the opinion of the subjects and avoid authoritative leadership builds trust. They are basis upon which character is built and determined for a leader. Going against those two qualities, a leader is doomed to fail. Therefore, it is important for a leader to take care in their deeds and utterances to avoid contradictions which may bring too much friction to their leadership.
Focus out on your career approximately10 years into the future. Ideally, what is it that you will be doing in terms of industry, geographic location, position, and that sort of thing? Depending upon your vision, this 10-year focus can become a guidepost in helping you know approximately where it is that you are headed and what work life will be like for you in the future. (Write 2 or 3 paragraphs):
I figure myself being in a high level of leadership in a prominent company in an urbanized center. I can say that my efforts are guided by that vision. What I want to do is to be able to help other people become better leaders in future. As such, I will have to move ranks faster in ten years to be among the top and the best. I have learned much through the course to guide me in my journey to realize that vision. I intend to work with my colleagues in school and after school to realize my full potential as a leader.
Again, my vision is guided by the idea that with the right will, courage and determination, a person can become whatever they decide to be. I want to be an influential figure in ten years’ time and I believe that a higher management level in a good company will guarantee me that. I will start preparing early for such monumental task when I am still in college. For instance, I will seek to organize different groups based on available activities and give that opportunity a chance to mold me. I will work closely with my members to make me realize my weaknesses and always adhere to their opinion in making me a better leader.
I am know that ten years is not much time for a person to work their way through several levels of management and leadership, but I know that it is possible. As such, my vision will have to be incorporated by the desire to learn and be led at the same time. That way, I will gain the confidence of the entity I will be working for and I will be able to earn my place. I am not being overambitious; I know that t is not easy. I will keep on doing more research on the paths successful leaders take and try to learn about their life experiences. I will also avoid such situations which can crush my vision. At the end of it all, I know I will succeed in realizing that goal.
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