scholarly journals Nurse Manager Transformational Leadership Practices and Patient Outcomes Among Magnet and Non-Magnet Hospitals

2012 ◽  
Author(s):  
◽  
Bridgett Byrd Sellars
Keyword(s):  
Transformational Leadership ◽  
Patient Outcomes ◽  
Leadership Practices ◽  
Nurse Manager ◽  
Magnet Hospitals

scholarly journals Impact of Nurse Manager Peer Mentorship Program on Job Satisfaction and Intention to Stay

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Tonya Roth ◽  
Diane Whitehead
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Patient Outcomes ◽  
Leadership Practices ◽  
Leadership Behaviors ◽  
Intent To Stay ◽  
Leadership Practices Inventory ◽  
Nurse Manager ◽  
Practice Environment ◽  
Mentorship Program

Nurse managers (NMs) play a vital role in patient outcomes by providing a stable work environment for teams. Numerous factors influence a NM’s job satisfaction and intent to remain in a job. The purpose of this project was to develop an evidence-based formal mentorship program for NMs in an effort to impact retention rates. A secondary purpose was to evaluate the impact that a formal mentorship program has on NMs’ job satisfaction and intent to stay. Across two hospitals in the Pacific Northwest, 15 NMs participated in a 6-month mentorship program. The program was guided by both the mentorship enactment theory and Kouzes and Posner’s exemplary leadership framework. Using the Leadership Practices Inventory and the Nurse Manager Practice Environment scale, job satisfaction, intent to stay in a job, and transformational leadership behaviors were measured before and after the program, Results were analyzed using a paired-samples <em>t</em> test. There were statistically significant differences between the preprogram Leadership Practices Inventory scores (<em>M </em>= 212.27, <em>SD </em>= 37.8) and postprogram scores (<em>M </em>= 232.47, <em>SD </em>= 25.28); <em>t</em>(14) = –2.83, <em>p </em>= .013. There were also statistically significant differences between the preprogram Nurse Manager Practice Environment Scale–Culture of Generativity subscale (<em>M </em>= 23.20, <em>SD </em>= 4.65) and post-program scores (<em>M</em> = 26.20, <em>SD</em> = 4.74); <em>t</em>(14) = –2.40, <em>p</em> = .032. The results demonstrated a significant increase in job satisfaction, intent to stay, and transformational leadership behaviors. Implementation of this pilot program supported positive social change through reduced NM turnover, resulting in a reduction of healthcare spending on replacement costs in addition to improved patient outcomes

Authentic and ethical leadership during a crisis

2020 ◽  
pp. 084047042097305
Author(s):  
David Keselman ◽  
Marcy Saxe-Braithwaite
Keyword(s):  
Patient Outcomes ◽  
Organizational Effectiveness ◽  
Ethical Leadership ◽  
Leadership Practices ◽  
Ethical Behaviour ◽  
Unethical Behaviour ◽  
Healthcare Environment ◽  
Healing Relationships ◽  
Unethical Leadership ◽  
Human Caring

In today’s climate and environment, the conventional relationship between caring, economic, and leadership practices may no longer meet the needs of patients, clinicians, providers, or systems. It is asserted that in the current complicated and complex healthcare environment challenged by a multitude of issues, a shift toward human caring values and an ethic of authentic healing relationships is required, especially in light of the current COVID-19 pandemic. The costs of unethical behaviour can be even greater for followers. When we assume the benefits of leadership, we also assume ethical burdens. It is the assertion and experience of the authors that the triangle of ethics and ethical behaviour, followers, and patient’s outcomes is closely interrelated and affects each other in a very intimate and direct way. Unethical leadership may lead to follower disappointment and distrust, leading to lack of interest and commitment, consequently negatively impacting patient outcomes and organizational effectiveness.

scholarly journals The Transformational Leadership Practices of National Board Certified School Librarians in North Carolina

2020 ◽  
Author(s):  
Kimberly Hirsh
Keyword(s):  
North Carolina ◽  
Transformational Leadership ◽  
Leadership Practices ◽  
Shared Vision ◽  
Successful Implementation ◽  
School Librarians ◽  
National Board ◽  
Teaching Standards ◽  
Professional Leadership ◽  
High Level

This study describes a questionnaire survey of school librarians in North Carolina who have received advanced certification from the National Board of Professional Teaching Standards. The survey was conducted to identify the transformational leadership practices of these school librarians and assess their ability to implement professional leadership guidelines. School librarians’ leadership practices were assessed using the Leadership Practices Inventory, 3rd Edition (LPI). School librarians perceived themselves as possessing a high level of transformational leadership in the five exemplary practices identified by the LPI: Modeling the Way (MTW), Inspiring a Shared Vision (ISV), Challenging the Process (CTP), Enabling Others to Act (EOA) and Encouraging the Heart (ETH). They perceived themselves as being very strong at MTW and EOA. They were less successful at ISV and CTP. Overall, they were very successful in implementing professional leadership guidelines. Successful implementation of these guidelines was highly correlated with ISV and CTP.

scholarly journals Intergalactic Leadership: Practical Tips for Leading Where No One Has Gone Before

2015 ◽  
Vol 2 (1) ◽  
Author(s):  
Peg A Lonnquist
Keyword(s):  
Transformational Leadership ◽  
Women Leaders ◽  
Research Productivity ◽  
Leadership Practices ◽  
Leadership Theory ◽  
Leadership Theories ◽  
Model Based ◽  
Multicultural Leadership ◽  
Feminist Leadership ◽  
Successful Leaders

Most of the transformational, inclusive, partnership leadership literature, while brilliant and inspirational, does not provide day-to-day ideas for practitioners. Drawing on several key leadership theories and theorists (Kouzes and Posner’s five core behaviors of successful leaders, the Athena Model based on research on women leaders, Centered Leadership from the McKinsey Project, the Research-Productivity and Engagement Model, Burn’s and Bass’ Transformational Leadership Theory, Riane Eisler’s partnership leadership, multicultural leadership theorist Juana Bordas, and feminist leadership theorists), the author describes how she has translated and implemented day-to-day leadership practices which she calls Intergalactic Leadership.

Intercultural Communication and Sustainable Leadership

2014 ◽  
pp. 700-716
Author(s):  
Nelly Kostoulas-Makrakis
Keyword(s):  
Transformational Leadership ◽  
Intercultural Communication ◽  
Leadership Practices ◽  
Full Range ◽  
Sustainable Leadership ◽  
Intercultural Communication Competence ◽  
Full Range Leadership ◽  
Sustainability Leadership ◽  
Social Environmental ◽  
Sustainability Challenges

The environmental, economic, and social crises we are increasingly confronted with locally and globally, including climate change, ozone depletion, biodiversity loss, and also economic and social issues, such as poverty, social inequalities, violation of human rights, gender inequalities, loss of indigenous knowledge, etc. call for changes in the ways we think, work, and act. In this context, a course dealing with intercultural communication and sustainable leadership that is part of a M.Sc. programme on ICT in Education for Sustainable Development has been developed and is studied in this chapter. The course puts emphasis on the most urgent and critical social, environmental, and economic challenges facing the world and explores how leaders from education, business, government and civil society are responding to global/local sustainability challenges. In particular, it elaborates on the nature of sustainability leadership and how it can contribute to transformational change. It does this by locating sustainability within the leadership literature and presenting a model of sustainability leadership that integrates three complementary types of leadership, namely: distributed; entrepreneurial and transformational. The course also examines the importance of sustainable leadership practices within organisations (e.g. schools, business, NGOs, public) and assess the potential benefits if institutions are more actively engaged in sustainable leadership practices. It explores how intercultural communication can contribute to positive change for sustainability and discusses that new theoretical frameworks are needed to better understand effective transformational leadership. It also elaborates how cultural orientations and intercultural communication competence affect the full range leadership framework and transformational leadership dimensions. This course is delivered through a Virtual Learning Management System (VLMS) based on Moodle open LMS.

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