Abstract

Introduction: Leadership style of nurse managers play an important role on registered nurses’ retention and organizational productivity thru quality nursing care which is costly to healthcare organizations. This study intends to examine registered nurse’s overall perception of transformational leadership and its related factors of nurse manager in divisional hospitals, The Republic of Fiji.

Method: This descriptive study included 348 nurses selected from 3 divisional hospitals in The Republic of Fiji. Random proportional stratified sampling was used. Research instruments consisted of demographic data form, and the Multifactor Leadership Questionnaire. Descriptive statistics was used to analyze data.

Results: Response rate was 73% where majority 223 (91%) were females and 21 (9%) were male respondents. Transformational leadership was rated at a moderate level (x̄)= 49.68, SD = 18.31). The seven factors related to transformational leadership namely (i) management by exception; (ii) inspiration motivation; (iii) idealized influence; (iv) individualized consideration; (v) intellectual stimulation; (vi) contingent reward; and (vii) laissez-fair were also rated at a moderate level.

Conclusion: This research contributes to the literature on nurse mangers leadership styles wherein transformational leadership style employed by nurse managers was perceived by registered nurses at a moderate level in this study setting. Baseline information has been elicited for nursing policy makers’ consideration to promote transformational leadership and conduct further research.

Keywords: Transformational Leadership; Nurse Managers; Divisional Hospitals; Registered Nurses

References

1. Downton JV. “Rebel Leadership: Commitment and Charisma in the Revolutionary Process”. USA: Free Press (1973).
2. Burns JM. Leadership. New York: Harper & Row (1978).
3. Bass BM. “Leadership and performance beyond expectations”. New York: Free Press (1985).
4. Lussier RN and Achua CF. “Effective leadership, 3^rd edition”. Ohio, Thomson- South Western (2007).
5. Podskaoff PM., et al. “Transformational leader behaviors and their effects on followers’ trust in leader satisfaction, and organizational citizenship behaviors”. Leadership Quarterly 1.2 (2004): 107-142.
6. Avolio BJ., et al. “Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance”. Journal of Organizational Behaviour 25.8 (2004): 951-968. 
7. Wright BE and Pandey SK. “Transformational leadership in the public sector: does structure matter?”. Journal of Public Administration Research and Theory 20.1 (2010): 75-89. 
8. Markham G. “Gender in leadership”. Nursing Management 3.1 (1998): 18-19. 
9. Huber D. “Leadership and nursing care management 2^nd edition”. Pennsylvania: WB. Saunders (2010).
10. Cummings GG., et al. “Distinctive outcome patterns by leadership style for the nursing workforce and work environments: a systematic review”. International Journal of Nursing Studies 47 (2010): 363-385. 
11. Bass BM and Avolio BJ. “Multifactor Leadership Questionnaire: Manual and Sample Set, (3^rd Edition)”. Redwood City, Ca (2004). 
12. Gill R. “Theory and Practice of Leadership”. London. Sage Publications (2006).
13. Northouse PG. “Leadership Theory and Practice, (4^th Edition)”. Thousand Oaks, Ca: Sage Publications. (2007).
14. Yulk GA and Van Fleet D. “Cross-situational, multi method research on military leader effectiveness”. Organizational Behavior and Human Performance 30.4 (1982): 87-108. 
15. Hoyt CL., et al. “Leader follower relations: group dynamics and the role of leadership”. In Goethals, G.R and Sorenson, GLJ. (Eds). The Quest for a General Theory of Leadership. Cheltenham: Edward Elgar Publishing (2006): 96-122.
16. Limsila K and Ogunlana SO. “Performance and leadership outcomes correlates of leadership styles and subordinate commitment”. Engineering, Construction and Architect Management 15.2 (2010): 164-184. 
17. Azaare J and Gross J. “The nature of leadership style in nursing management”. British Journal of Nursing 20.11 (2011): 672-676. 
18. Zydziunaite V and Suominen T. “Leadership styles of nurse managers in ethical dilemmas: reasons and consequences”. Contemporary Nurse 48.2 (2014): 150-167.
19. Porter-O’Grady T and Malloch K. “Quantum leadership a resource for healthcare innovation (2^nd Edition)”. Boston, Jones and Bartlett (2007).
20. Kavanaugh J., et al. “The relationship between job satisfaction and demographic variables for health care professionals”. Management Research News 29.6 (2006): 304-325.
21. Robert-Turner R., et al. “Effects of Leadership Characteristics on Paediatric Registered Nurses’ Job Satisfaction”. Paediatric Nursing 40.5 (2014): 236-256. 
22. Upenieks V. “Nurse Leaders’ perceptions of what compromises successful leadership in today’s acute care environment”. Nursing Administration Quarterly 27.2 (2003): 140-153.
23. Asri AS., et al. “The association of leadership styles and empowerment with nurses’ organizational in an acute health care setting: a cross-sectional study”. BMC Nursing 15.38 (2016): 1-10. 
24. Masilaca OK and Sili L. “Selected Predictors of Organizational Commitment among Nurses, In Divisional Hospitals, the Republic of Fiji”. IOSR Journal of Nursing and Health Sciences 8.6 (2019): 1-7. 
25. Yamane T. “Statistics: An introductory analysis. (3^rd edition)”. New York: Harper and Row (1973). 
26. Polit DF and Beck CT. “Essentials of Nursing Research: Method, Appraisal, and Utilization (6^th edition)”. Philadelphia: Lippincott Williams & Wilkins Co Ltd. (2005).
27. Kejecies RV and Morgan DW. “Determining sample size for research activities”. Journal of Educational and Psychological Measurement 30 (1970): 607-610.
28. Bass BM and Avolio BJ. “Multifactor leadership Questionnaire-Short Form 6S”. Binghamton, NY: Center for Leadership Studies (1992). 
29. Siew PL., et al. “Factors Predicting Organizational Commitment among Nurses in State Hospitals, Malaysia”. The International Medical Journal of Malaysia 10.2 (2011): 21-28.