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The Multifactor Leadership Questionnaire (MLQ) is the most widely used instrument for assessing dimensions of leadership style; yet, most studies have failed to reproduce the original MLQ factor structure. The current study evaluates the dimensionality and nomological validity of Bass's transactional and transformational leadership model using the MLQ in a sample of registered nurses working in acute care hospitals in Canada. A combination of exploratory and confirmatory factor analyses were used to evaluate the hypothetical factor structure of the MLQ consisting of five transformational factors, and three transactional factors. Results suggest that the eight-factor solution displayed best fit indices; however, two transactional factors should be extracted due to high interscale correlations and lack of differential relationships with the two leadership variables. The findings support a scale refinement and the need for new theory concerning the five transformational leadership and contingent reward dimensions of the MLQ. [ABSTRACT FROM AUTHOR]

This study explores the role of work engagement as an affective-motivational mechanism through which transformational leadership may relate to proactive behaviour. In line with a resource-based approach (Hobfoll, ), we hypothesize that employees only invest resources provided through work engagement into proactivity when job strain is low. Under conditions of high job strain, work engagement is less likely to translate into proactive behaviours. In contrast, for core task-related job performance, we expect work engagement to be positively related to core job performance regardless of job strain. The hypotheses were tested in a multisource field study among 148 employee-colleague dyads. Focal employees self-rated their work engagement, job strain, and their supervisor's transformational leadership. Employee proactivity (personal initiative and voice behaviour) and core job performance were rated by colleagues. The findings support the moderated mediation model. Transformational leadership related positively to work engagement and in turn to proactivity in terms of both personal initiative and voice. Low job strain formed a necessary precondition for work engagement to translate into higher proactivity, whereas the relationship between work engagement and core job performance was independent from job strain. Practitioner points Organizations need to avoid high stress that might evoke strain in employees and thereby prevent work engagement from translating into proactivity. This can be achieved, for instance, through training interventions based on a cognitive-behavioural approach and through organizational interventions aimed at increasing employees' job autonomy and decision-making, as well as the implementation of rest periods., Organizations can improve transformational leadership skills in supervisors to increase employee proactivity. Transformational leadership skills can be developed through education, training, and coaching interventions that are based on action-oriented methods and are aimed at fostering self-reflection in supervisors. [ABSTRACT FROM AUTHOR]

Aim This study explored the influences of transformational leadership on nurse innovation behaviour and the mediating role of organisational climate. Background Recently, global nursing experts have been aggressively encouraging nurses to pursue innovation in nursing in order to improve nursing outcomes. Nursing innovation, in turn, is affected by nursing leadership. Method We employed a questionnaire survey to collect data, and selected a sample of nurses from hospitals in Taiwan. A total of 439 valid surveys were obtained. Hierarchical multiple regression model analysis was conducted to test the study hypothesis. Result The mean values of agreement of nurse innovation behaviour and transformational leadership were 3.40 and 3.78, respectively. Patient safety climate and innovation climate were found to have full mediating effects on the relationship between transformational leadership and innovation behaviour. Conclusion Organisational climate has a significant impact on innovation behaviour. Transformational leadership has indirect effects on innovation behaviour via the mediation of patient safety climate and innovation climate. Implications for nursing management Hospitals should enhance transformational leadership by designing leadership training programmes and establishing transformational culture. In addition, nursing managers should foster nursing innovation through improvements in organisational climate. [ABSTRACT FROM AUTHOR]

Background: The importance of transformational leadership for nurses' well-being is increasingly acknowledged. However, there is a paucity of research examining the mechanisms that may explain the relationships between transformational leadership and nurses' quality of work life. Objectives: First, to examine two possible psychological mechanisms that link transformational leadership behaviors to nurses' quality of work life. Second, to study the relationship between nurses' quality of work life and their work engagement. Design: Cross-sectional study design. Settings: The study took place in 47 different hematology, oncology, and hematology/ oncology units in France. Participants were nurses and auxiliary nurses. Participants: 343 nurses completed the questionnaire. Surveys were sent to all nurses working in the units. 95% were female, the average age was 36.30 years. Methods: Nurses were asked to rate their supervisor's transformational leadership style and their perceptions of distributive and interactional justice in the unit. They were also asked to evaluate their own level of quality of work life and their work engagement. Results: Distributive justice and interactional justice were found to fully mediate the relationship between transformational leadership and nurses' quality of work life. In addition, nurses' quality of work life positively related to their work engagement. Conclusions: Transformational leaders may help ensure nurses' quality of work life which in turn increases their work engagement. These leadership practices are thus beneficial for both employees and organization. [ABSTRACT FROM AUTHOR]