Leadership and job satisfaction among Azorean hospital nurses: an application of the situational leadership model.

The aim of this study was to describe nurse managers' leadership behaviours, comparing them with staff nurses' perceptions of their leader's leadership, as well as to determine if leadership components affect job satisfaction among staff nurses. Understanding the leadership phenomenon using a detailed theoretical framework, such as the situational leadership model, allows for the deconstruction of leadership into small segments, thereby producing a vast but detailed picture of the process involved in leading people. This quantitative, descriptive, inferential and correlational study involved the participation of 266 nurses (managers and staff) from two public Portuguese Azorean hospitals. The Leadership Effectiveness and Adaptability Description questionnaire, developed by Hersey and Blanchard, was used to assess leadership behaviours. A job satisfaction instrument, developed by the authors, was also used to determine staff nurses' satisfaction. The study revealed important differences between nurse managers and staff nurses regarding the perception of leadership components. Low levels of job satisfaction among staff nurses were detected. It was also found that some leadership components are related to staff nurses' satisfaction. Nurse managers must be aware of their leadership, applying appropriate styles, thereby developing their staff nurses' skills while promoting their professional satisfaction. Leadership is a complex process that is not separable from job satisfaction. Promoting effective leadership through formal training among nurse managers may translate into having more satisfied nurses, better nursing care, and stronger leadership.

Furtado LC ，Batista Mda G ，Silva FJ 《-》

Managers' leadership and critical care nurses' intent to stay.

Boyle DK ，Bott MJ ，Hansen HE ，Woods CQ ，Taunton RL ... -  《AMERICAN JOURNAL OF CRITICAL CARE》

Front-line managers as boundary spanners: effects of span and time on nurse supervision satisfaction.

To examine the influence of nurse manager span (number of direct report staff), time in staff contact, transformational leadership practices and operational hours on nurse supervision satisfaction. Increasing role complexity has intensified the boundary spanning functions of managers. Because work demands and scope vary by management position, time in staff contact rather than span may better explain managers' capacity to support staff. A descriptive, correlational design was used to collect cross-sectional survey and prospective work log and administrative data from a convenience sample of 558 nurses in 51 clinical areas and 31 front-line nurse managers from four acute care hospitals in 2007-2008. Data were analysed using hierarchical linear modelling. Span, but not time in staff contact, interacted with leadership and operational hours to explain supervision satisfaction. With compressed operational hours, supervision satisfaction was lower with highly transformational leadership in combination with wider spans. With extended operational hours, supervision satisfaction was higher with highly transformational leadership, and this effect was more pronounced under wider spans. Operational hours, which influence the manager's daily span (average number of direct report staff working per weekday), should be factored into the design of front-line management positions.

Meyer RM ，O'Brien-Pallas L ，Doran D ，Streiner D ，Ferguson-Paré M ，Duffield C ... -  《-》

Manager and staff perceptions of the manager's leadership style.

Failla KR ，Stichler JF 《-》

Situational leadership styles, staff nurse job characteristics related to job satisfaction and organizational commitment of head nurses working in hospitals under the jurisdiction of the Royal Thai Army.

Intaraprasong B ，Potjanasitt S ，Pattaraarchachai J ，Meennuch C ... -  《-》