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Aim: To examine whether supportive supervisor (transformational leadership) and coworker (autonomy‐supportive) behaviours predict occupational commitment and turnover intention over time through autonomous motivation. Background: Nurse turnover is a serious issue in several countries, straining the efficiency of the healthcare system and compromising both the quality and accessibility of healthcare. Method: Longitudinal data were collected over 12 months from 387 French–Canadian registered nurses. Structural equation modeling was used to test the hypothesized model. Results: The relationships between predictors at Time 1 (supervisor and coworker behaviours) and occupational commitment and turnover intention at Time 2 are mediated by autonomous motivation at Time 1. Conclusion: In times of global scarcity, the present findings provide insights into how the healthcare work environment acts on nurses' occupational turnover and commitment. Implications for Nursing Management: Healthcare organizations are advised to foster supportive work environments and promote autonomous motivation to sustain the nursing workforce. [ABSTRACT FROM AUTHOR]

In this study, we draw on conservation of resources theory to suggest that transformational leaders' encouragement of extra effort in followers might reduce or increase followers' emotional exhaustion depending on their ability to replenish energy reserves. Specifically, we argue that the indirect relationship between transformational leadership (TFL) and followers' emotional exhaustion via extra effort varies depending on followers' levels of psychological detachment from work. We tested the hypothesised conditional indirect effect model using three-wave data from 214 employees working in various industries. Regression analyses showed that psychological detachment moderated the indirect relationship between TFL and emotional exhaustion through extra effort such that the indirect relationship was negative with high psychological detachment and positive with low psychological detachment. The findings of this study indicate the importance of recognising that the beneficial effects of TFL in reducing emotional exhaustion may not hold for all followers but are contingent on followers' levels of psychological detachment. Returning to one of the original premises of the TFL model, i.e. that transformational leaders bring about extra effort from followers, contributes to further understanding that TFL might have a dark side for employee well-being. [ABSTRACT FROM AUTHOR]

Health care social workers' attitudes towards evidence‐based practice (EBP) are an indispensable precursor of implementing EBP. Using a subset including 405 health care social workers from the first nationally representative survey of social workers in China, this study empirically assesses how transformational leadership (TFL) promotes health care social workers' attitudes towards EBP. The results show that organisational learning capacity (OLC) and professional competence (PC) fully mediate the positive relationship between TFL and EBP attitudes. Furthermore, TFL, OLC and PC explain 56% of the variance in health care social workers' attitudes towards EBP. This result supports the perspective that both organisational factors and individual factors may facilitate social workers' positive attitudes towards EBP, but organisational factors are more important. Therefore, to adopt, use and sustain EBP in health care social work, learning and innovation in the organisation should be increased. Furthermore, it is important to help social workers improve their PC. [ABSTRACT FROM AUTHOR]

Aim: To describe medication safety, transformational leadership and their relationship as evaluated by Registered Nurses. Background: Medication safety is one of the aspects of patient safety and an important part of nurses' daily practices. Nurse managers can ensure medication safety by adopting a transformational leadership style. However, little evidence exists regarding how transformational leadership relates to medication safety. Methods: Data were collected from Registered Nurses (n = 161) in three Finnish hospitals in May 2016 using an electronic questionnaire incorporating the Transformational Leadership Scale (TLS) and Medication Safety Scale (MSS). Data were analysed using statistical analyses including descriptive analyses, principal component analysis and multivariate analyses. STROBE reporting guidelines were followed (see Appendix S1). Findings: Nurses evaluated medication safety and transformational leadership in their units to be excellent and good, respectively. There was a moderate but statistically significant correlation between transformational leadership and medication safety. The medication competence of nurses and the management of nursing processes were significantly related to medication safety. Conclusions: Nurse managers' transformational leadership style can promote medication safety in units. The medication competence of nurses must be addressed because assurance and confidence in their own expertise in pharmacotherapeutic tasks positively affects their perceptions of medication safety. [ABSTRACT FROM AUTHOR]

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]

Aim: The purpose of this study was to examine the role of staff nurse emotional intelligence between transformational leadership and nurse intent to stay. Background: Nurse intent to stay and transformational leadership are widely recognized as vital components of nurse retention. Staff nurse emotional intelligence that has been confirmed improvable has been recently recognized in the nursing literature as correlated with retention. Yet, the nature of the relationships among these three variables is not known. Methods: Cross‐sectional data for 535 Chinese nurses were analysed using Structural Equation Modelling. Results: Transformational leadership and staff nurse emotional intelligence were significant predictors of nurse intent to stay, accounting for 34.3% of the variance in nurse intent to stay. Staff nurse emotional intelligence partially mediates the relationship between transformational leadership and nurse intent to stay. Conclusion: The findings of the study emphasized the importance of transformational leadership in enhancing nurse emotional intelligence and to provide a deeper understanding of the mediating role of emotional intelligence in the relationship between nurse manager's transformational leadership and nurse's intent to stay. Implications for Nursing Management: Nurse leaders should develop training programmes to improve nursing manager transformational leadership and staff nurse emotional intelligence in the workplace. [ABSTRACT FROM AUTHOR]

The importance of innovation within organizations has been demonstrated on numerous occasions, which has subsequently led to the identification of effective leadership as a potential catalyst. Most of us would acknowledge that effective leadership plays a pivotal role to engender innovativeness among nursing staff. Although research has identified some leadership styles to foster a nurse's innovative work behavior, a comprehensive model explaining the effect of transformational leadership on nurses' innovative work behavior is still unclear. This research built and tested a theoretical model linking transformational leadership and innovative work behavior via several intervening variables. Data were collected from 587 nurses and 164 doctors (nursing supervisors) through structured questionnaires from public sector hospitals in Pakistan. Results of the study indicated that, as anticipated, transformational leadership positively affected psychological empowerment of nurses, which in turn influenced both intrinsic motivation and knowledge sharing behavior. These latter two variables then had a positive influence on innovative work behavior. Empowerment role identity moderated the link between transformational leadership and psychological empowerment, whereas willingness to rely on leader (reliance-based trust) and willingness to share sensitive information with leader (disclosure-based trust) moderated the connection between knowledge sharing behavior and innovative work behavior. These results imply that transformational leadership through psychological empowerment, knowledge sharing, and intrinsic motivation fosters nurse's innovative work behavior. The results also show that the relationship between transformational leadership and innovative work behavior is stronger among nurses who frequently share their knowledge about best practices and mistakes with co-workers. [ABSTRACT FROM AUTHOR]

Background: In today's transforming world, increased productivity and efficient use of existing facilities are practically beyond a choice and become a necessity. In this line, attention to change and transformation is one of the affecting factors on the growth of productivity in organizations, especially in hospitals. Aim: To examine the effect of transformational leadership on the productivity of employees in teaching hospitals affiliated to Iran University of Medical Sciences. Methods: This cross-sectional study was conducted on 254 participants from educational and medical centers affiliated to Iran University of Medical Sciences (Tehran, Iran) in 2016. The standard questionnaires of Bass & Avolio and of Hersi & Goldsmith were used to respectively assess transformational leadership and level of productivity. The research assumptions were tested in a significance level of 0.05 by applying descriptive statistics and structural equations modeling (SEM) using SPSS 19 and Amos 24. Results: Results of the fitting indicators of the assessing model after amending includes Chi-square two to degrees of freedom of 2.756, CFI indicator 0.95, IFI indicator 0.92, Root mean square error of approximation (RMSEA) indicator 0.10. These results indicate that the assessing model is well fitting after the amendment. Also, analysis of the model's assumptions and the final model of the research reveals the effect of transformational leadership on employees’ productivity with a significance level of 0.83 (p=0.001). Conclusion: This research indicates that the more the leadership and decision-making style in hospitals lean towards transformational mode, the more positive outcomes it brings among employees and the organization due to increased productivity. Therefore, it is essential to pay focused attention to training/educational programs in organizations to create and encourage transformational leadership behaviors which hopefully lead to more productive employees. [ABSTRACT FROM AUTHOR]

Aim To determine if nurse managers' leadership style is related to Japanese staff nurses' affective commitment to their hospital. Background In Western countries, nurse managers' transformational leadership style has been found to increase staff nurses' affective commitment to their hospital. However, there are few studies examining this relationship in the context of acute care hospitals in Japan. Methods Staff nurses completed measures of their nurse managers' perceived leadership style and factors related to their own affective commitment. The association between affective commitment and perception of leadership style was assessed with multiple logistic regression. Results Of 736 questionnaires distributed, 579 (78.9%) were returned, and data from 396 (53.8%) fully completed questionnaires were analysed. The intellectual stimulation aspect of transformational leadership positively increased staff nurses' affective commitment (odds ratio: 2.23). Nurse managers' transactional and laissez-faire leadership styles were not related to affective commitment among staff nurses. Conclusions The intellectual stimulation aspect of transformational leadership may increase the retention of staff nurses through enhanced affective commitment. Implications for nursing management To increase staff nurses' affective commitment to their hospital, we suggest that hospital administrators equip nurse managers with intellectual stimulation skills. [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: Regular physical activity is associated with a range of physical and psychological health benefits. In North America the majority of adolescents are insufficiently active. Purpose: The purpose of this study was to examine the prospective relationship between adolescents' perceptions of transformational leadership displayed by their school physical education teachers and their own physical activity behaviors, both with respect to within-class physical activity (WCPA) and also leisure time physical activity (LTPA). Method: The study used a prospective observational design. Using multilevel structural equation modeling (MSEM), we examined the extent to which adolescents' affective attitudes mediated the effects of teachers' behaviors on adolescents' physical activity responses. Two thousand nine hundred and forty-eight adolescents ( M = 14.33, SD = 1.00, N = 1,641, 55.7 %) from 133 Grade 8-10 classes in British Columbia (Canada) provided ratings of their physical education teachers' behaviors midway through the school year. Two months later, students completed measures of affective attitudes, WCPA, and LTPA. Results: The results indicated that adolescents' perceptions of transformational teaching explained significant variance in both WCPA and LTPA, and these effects were fully mediated by adolescents' affective attitudes (total indirect effect: b = 0.581, p < 0.001). Conclusion: The findings suggest that transformational leadership behaviors displayed by physical education teachers may be an important source of adolescent enjoyment of physical education as well as health-enhancing physical activity involvement within school and outside of school. [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]

The aim of this study is to examine whether and how laissez-faire, transformational, and authentic leadership styles are related to the occurrence of bullying in work groups. It is hypothesized that the investigated leadership styles have direct associations, as well as indirect associations through group cohesion and safety perceptions, with indicators of bullying among subordinates. Using a cross-sectional survey design, the variables were assessed in a randomly selected sample comprising 594 seafarers from two Norwegian shipping companies. Laissez-faire leadership was associated with an increased risk of exposure to bullying behavior, self-labeled victimization from bullying, and perpetrated bullying. Transformational leadership and authentic leadership were related to decreased risk of exposure to bullying behavior. Authentic leadership contributed to the variance in bullying beyond laissez-faire and transformational leadership. Analyses of indirect effects showed that the association between transformational leadership and bullying was fully mediated through safety perceptions, whereas a partial indirect association through safety perceptions was found for authentic leadership. This study makes a significant contribution to the literature by providing evidence for how leadership styles predict workplace bullying. The findings highlight the importance of recruiting, developing, and training leaders who promote both positive psychological capacities and positive perceptions among their subordinates. [ABSTRACT FROM AUTHOR]

Aim The overall aim of this study was to examine nurses' and patients' perceptions of the Magnet model components of transformational leadership and empirical quality outcomes in four Finnish hospitals and to determine if the evidence for transformational leadership and empirical quality outcomes is the same or different in the four hospitals. Background This report presents baseline measurements for a longitudinal study of the adaptation of the Magnet model in Finnish hospitals. Methods Web-based surveys and mailed questionnaires were used in 2008-2009 to collect data from patients ( n = 2566) about their satisfaction with care, and from nursing staff about transformational leadership ( n = 1151), job satisfaction ( n = 2707) and patient safety culture ( n = 925) in the selected hospitals. Results Awareness of the work of nursing leaders was low. Nurses reported a high level of job satisfaction. Patient safety culture varied considerably between the four hospitals. Patients believed they generally received excellent quality care. Conclusions Leadership systems are in transition at the hospitals. Patient safety culture is a complex phenomenon that may be unfamiliar to respondents. The results of the study provide a baseline description to guide the journey toward development of Magnet standards. Implications for nursing management Finnish nursing leaders, especially nursing directors, should increase their visibility by working more closely with their staff. They should also pay attention to giving direct feedback about work generally and patient safety issues in particular. [ABSTRACT FROM AUTHOR]

The relationship between employees’ perceptions of their managers’ transformational leadership style and employees’ psychological well-being was examined in two studies. In Study 1, trust in the leader fully mediated the positive relationship between perceptions of managers’ transformational leadership and employee psychological well-being in a cross-sectional sample (n=436). Study 2 (n=269) (1) replicated the mediated effect found in Study 1; (2) extended the model by showing that active management-by-exception and laissez-faire behaviours negatively affected employee psychological well-being by reducing trust in the manager; and (3) excluded the possibility that these results were accounted for by individual differences or liking of the manager. Theoretical and practical applications, as well as directions for future research are discussed. [ABSTRACT FROM PUBLISHER]