Search

Introduction: The health organizations of today are highly complex and specialized. Given this scenario, there is a need for health professionals to work collaboratively within interprofessional work teams to ensure quality and safe care. To strengthen interprofessional teamwork, it is imperative that health organizations enhance strategic human resources management by promoting team member satisfaction., Objective: To analyze the satisfaction of members in interprofessional teams and to explore interpersonal relationships, leadership, and team climate in a hospital context., Methodology: This study is an explanatory sequential mixed methods (quantitative/qualitative) study of 53 teams (409 professionals) at a university hospital in Santiago, Chile. The first phase involved quantitative surveys with team members examining team satisfaction, transformational leadership, and team climate. Social network analysis was used to identify interactions among team members (cohesion and centrality). The second phase involved interviews with 15 professionals belonging to teams with the highest and lowest team satisfaction scores. Findings of both phases were integrated., Results: Significant associations were found among variables, and the linear regression model showed that team climate (β = 0.26) was a better predictor of team satisfaction than team leadership (β = 0.17). Registered nurse was perceived as the profession with the highest score on the transformational leadership measure (mean = 64), followed by the physician (mean = 33). Team networks with the highest and lowest score of team satisfaction showed differences in cohesion and centrality measures. Analysis of interviews identified five themes: attributes of interprofessional work; collaboration, communication, and social interaction; interprofessional team innovation; shared leadership; and interpersonal relationship interface work/social. Integration of findings revealed that team member satisfaction requires participation and communication, common goals and commitment for patient-centered care, clear roles and objectives to support collaborative work, and the presence of a transformational leader to strengthen well-being, dialog, and innovation., Conclusions: Results have the potential to contribute to the planning and decision-making in the field of human resources, providing elements to promote the management of health teams and support team member satisfaction. In turn, this could lead to job permanence especially where the local health needs are more urgent.

This study aims to determine the effect of transformational leadership, power distance, communication and followership on employee decision making. The type of research used in this study is research with a quantitative approach. Population in this study using the population census where employees at the Office of manpower, investment, and Integrated Services One Door Banjarnegara as many as 59 people. This study used primary data obtained by distributing questionnaires. To produce alternative answers this study uses a Likert scale. This study used slovin formula for sampling. The results of this study showed that transformational leadership, power distance does not affect employee decision making, while communication and followership affect employee decision making. [ABSTRACT FROM AUTHOR]

Copyright of Mehmet Akif Ersoy University Journal of Education Faculty is the property of Mehmet Akif Ersoy Universitesi Egitim Fakultesi Dergisi and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Objective: The aim was to explore the existence of health care leadership gaps in communication, which occurred during the COVID-19 pandemic, by utilizing a qualitative research approach. Materials and Methods: Participants were recruited from a single professional organization. The volunteer leadership group was the frame for recruiting study participation. This work was conducted with a flexible research design method. A demographic survey, interview guide, and data triangulation survey were used to collect data from 21 participants over a four-week period. The participant responses were then analyzed through a process of coding and thematic analysis. Results: Five themes were generated from this cohort's data, which alluded to gaps in leadership communication. These gaps occurred in the leader/employee relationship, at their respective institutions. Triangulation of the data from surveys underscored the presence of these communication gaps. Conclusion: The findings of this study may suggest the importance of a set of communication competencies for those in health care leadership, regardless of the complexities of a pandemic. [ABSTRACT FROM AUTHOR]

Remote teams have become an integral part of the operations of global organizations in an increasingly digital era. The complexities of knowledge sharing and management within teams were explored. A focus was placed on the leadership practices that influenced complexities. Using qualitative insights from participants, the importance of transformational leadership in fostering a culture of open communication, trust, and collaboration in remote settings was emphasized in the study. The findings indicated that hat leaders who showed transformational traits such as charisma, authenticity, intellectual stimulation, and individualized consideration enhanced knowledge-sharing within their teams. Leaders' practices promoted knowledge sharing and positively impacted team productivity, job satisfaction, and retention. In remote work, transformational leadership was pivotal in ensuring effective knowledge management, underscoring its importance for contemporary organizations aiming for growth and innovation in a digital landscape. [ABSTRACT FROM AUTHOR]

This article examines the impact of women's leadership and communication style on employee engagement at PT Biofarma, a company in Indonesia. The study used a quantitative research method and collected data through an online questionnaire distributed to employees. The findings reveal that women's transformational leadership significantly influences employee engagement through communication styles. The research emphasizes the significance of developing effective women leaders to enhance employee engagement and potentially promote gender equality in organizational leadership. The study suggests that transformational leadership should include demonstrating professional moral standards, building trust, providing motivation and support, and expressing gratitude. Effective communication styles should involve opportunities for questions and opinions, participation in decision-making, active listening skills, and assistance in workplace communication. The research underscores the importance of transformative leadership and communication in improving employee engagement and company performance. [Extracted from the article]

Introduction: Emotional intelligence contributes to the development of successful communication between leaders and employees and ensures good management. It is an integral part of the leader to control and regulate the well-being of his subordinates. The purpose of the present systematic review is to synthesize the available data on the role of emotional intelligence in the leadership of various domains (businesses, schools, sports teams, teams). It attempts to show emotional intelligence's positive and direct relationship with leadership, especially with charismatic leadership. Material and method: This systematic review was carried out for 2019-2023. Criteria for inclusion of an article in the study were to be published from 2019 to 2023, to be relevant to the topic, to be published in a valid journal, to be published in the English language, to belong to the discipline of psychology, and to have open access. After a systematic and critical evaluation, seven articles were included in the study. Results: The studies addressed the role of emotional intelligence in leadership and their interaction. Transformational leadership leads people with high emotional intelligence to adapt. In addition, leadership skills training develops practical skills, assessment and problem-solving skills, communication skills, self-governance, and emotion recognition skills. Emotional intelligence plays a pivotal role in effective leadership. Leaders with high EI tend to be more transformational, make better decisions, manage stress effectively, and create cohesive team dynamics. While the relevance of EI in leadership is undeniable, future research will undoubtedly continue to refine our understanding of its nuances and applications in diverse contexts. [ABSTRACT FROM AUTHOR]

The emergence of "moral leadership," discussed here as a situation wherein individuals take a moral stance on an issue, convince others to do the same, and together spur change in a moral system, abounds in practice. Existing ethical and moral leadership theories, however, have remained confined to micro-level behavioral research. Therefore, in this paper, we develop a process theory of the socially situated emergence of moral leadership and its development into a broader movement affecting moral systems within and across formal organizations. We theorize the pathways through which moral leadership emerges; the triggers that bring about moral awareness and the moral courage to offer an alternative moral stance toward an issue, and leaders' ability to deftly connect followers and their moral convictions into a broader movement, such that a moral system changes from within. With our process theory, we bridge between micro and macro levels of analysis, and highlight the crucial ability of leaders to be both principled and pragmatically savvy, and thus capable of bridging between their own moral convictions and those of others in order to develop a common and mutually binding ground toward change. [ABSTRACT FROM AUTHOR]

This study was grounded on a previous investigation of the mediating effect of teamwork on the relationship between transformational leadership and performance. The purpose of this study is to enhance theoretical knowledge of transformational leadership. This study enrolled 263 athletes registered with the Korea Sports and Olympic Committee. We assessed transformational leadership, communication, team cohesion, and athletic performance. To analyze the collected data, SPSS 24.0, PROCESS macro (V4.1), and Amos 24.0 were used. There was an interaction effect between transformational leadership and communication on athletic performance, mediated by team cohesion. According to the moderated mediating effect index, team cohesion was a significant moderator of athletic performance. It can be concluded that coaches who possess strong coaching abilities and engage in accurate, positive communication with their athletes can enhance team cohesion, organizational behavior, leading to a positive impact on athletic performance. [ABSTRACT FROM AUTHOR]

This research project aims to analyse the leadership and communication styles adopted by Angolan companies, particularly in Benguela province, and their impact on the results of these organisations. In Angola, and with the recent assimilation of the principles of market economy, the figure of the leader must abandon old management paradigms and integrate the modern principles of management of organisations into their functions, not only focusing on achieving the goals of the company but also on creating an environment conducive to the participation and involvement of employees, articulating strategies so that everyone grows in and with the organisation. Thus, the general objective of the research is to assess the managers' perception of their leadership style (transformational, transactional, and laissez-faire) and its impact on the organisation's performance. To this end, a quantitative study was carried out using a questionnaire, using, among other dimensions, the multifactorial leadership questionnaire (MLQ), distributed to a sample of 227 managers. Data were analysed using SPSS using descriptive statistics (frequencies, means, standard deviation) and inferential statistics (t-test, ANOVA, Tukey's test). The results show that the leaders perceive their leadership styles as transformational and recognise that communication, motivation, and the reward system strongly impact the organisation's performance. [ABSTRACT FROM AUTHOR]

We distinguish three organizational commitment (OC) processes (compliance, identification, and internalization) based on functional theory and examine whether the importance of these mechanisms varies with public servants' OC levels. Our quantile regression results provide evidence for both the phased characteristics and common basis of OC. pay and promotion appropriateness have stronger positive associations with OC among low-committed employees, and public service motivation has a stronger positive association with OC among high-committed employees; compliance and intrinsic internalization processes are especially active at low and high commitment levels, respectively. On the other hand, group culture and transformational leadership as a common basis of OC has similar effects on the improvement of OC for all public servants, regardless of OC levels; identification and extrinsic internalization processes are important to a similar extent at all OC levels. [ABSTRACT FROM AUTHOR]

As a social phenomenon and a mechanism for influencing others, leadership always has interested scientists. Literary reviews on the theoretical foundations, types of classifications, and prospects for leadership development are an essential element of careful study of this concept. Today, the systematization of types of leadership on various grounds is a necessary component for understanding the nature of this phenomenon. The paper analyzes 2,000 published research papers from the Scopus database, identifying critical terms related to leadership. Establishing links between leadership and related concepts creates the most accurate picture for further research on this topic. The study is devoted to studying the theoretical and practical experience of scientists worldwide who research management as a critical aspect in building an effective organization. Systematization of such data is the basis for identifying current and fundamentally new directions of effective leadership. The keyword in the described bibliometric analysis was the concept of “leadership”. New clusters have been formed with the most influential definitions of transformational leadership, communication, and shared leadership. The combination of quantitative and qualitative research methods determined the future directions of study in the further search for effective leadership tools. The content analysis of the most cited scientific works was carried out in the research, which reveals the essence of tools for the development of effective leadership and the need for timely diagnosis of the negative behavior of managers. Bibliometric analysis and analysis of the development of leadership theory reveal the need to implement the principles of Network Leadership Theory in modern organizations, which are the basis of the state’s economic development as a whole.

This objective of this study was to examine the effects of communication, training and development, and transformational leadership on employee engagement during COVID-19 in Malaysia. Four hundred individuals were recruited, and data were analyzed using partial least square structural equation modeling (PLS-SEM). Communication, training and development, and transformational leadership were found to positively affect employee engagement. In the midst of the COVID-19 outbreak, this study investigated the aforementioned factors as part of the reciprocal process between the employee and the employer and their effects on employee engagement, thereby making original theoretical contributions. This study also provides vital insights for businesses to consider when designing effective employee engagement plans for future well-being in the workplace.

Purpose: Covid-19 cases are rising at a high rate in Thailand. Thailand's administration has formulated many initiatives to combat the spread of coronavirus. However, during a pandemic, health-care workers have a diverse range of tasks that make it more challenging to continue working in hospitals. Consequently, the authors modeled the turnover intentions of health-care personnel to capture relevant psychological aspects of employees during the pandemic. Specifically, this study aims to focused on the moderating role of Covid-19 burnout (CBO) in the relationship between transformational leadership (TL) and job turnover intentions (JTI) with job satisfaction (JS) and knowledge hiding (KH) as mediators. Design/methodology/approach: This research collected data using self-administered questionnaire. A two-stage partial least square–structural equation modeling (PLS-SEM) is carried out as an analysis technique to measure the linear relationship among constructs. The study tests hypotheses (direct and indirect effects) using 310 sample size of health-care personnel. Findings: The findings indicated that CBO intensified the JTI of health-care personnel and strengthened the association of JS and KH with JTI during the Covid-19 pandemic. TL had a negative indirect effect on JTI. In addition, JS had a negative impact on JTI. Originality/value: The study highlights the importance of TL and JS as ways to reduce or alleviate JTI in health-care personnel during the Covid-19 pandemic in Thailand. Furthermore, CBO and KH can enhance JTI in health-care personnel. [ABSTRACT FROM AUTHOR]

In today's rapidly changing environment, leadership style and employee motivation are considered as crucial factors for organizations to operate effectively and achieve their missions and objectives. The pharmaceutical industry makes a major contribution worldwide, and in Greece particularly, not only to public health and welfare but also to the economy and employment. The annual turnover of pharmaceutical production in Greece was estimated over one billion euros for the years 2018-2019 (Tsakanikas et al., 2020), and more than 23,300 employees were employed in the sector in 2020, demonstrating a significant increase (9.8%) compared to the previous year (SFEE-IOBE, 2020). In this study, leadership and motivation in the Greek pharmaceutical industry is studied via an empirical analysis. The primary data, collected via questionnaires answered by pharmaceutical industry employees located in Greece, aimed at identifying the impact that leaders, communication, and motives have on employees' performance in the context of the altered and volatile environment the COVID-19 pandemic - which unavoidably changed people's attitude, needs, and ways of communication - has shaped. A general framework was indeed identified (democratic and transformational leadership); however, characteristics of other distinct leadership styles were also observed. Managers' opinions about themselves regarding their contribution to employees' effectiveness were positive but did not achieve the highest grade. Subordinates were positive in this regard, albeit with more tending to agree than strongly agree. Similar findings were extracted regarding motivation. Communication was affected by the new environment that the COVID-19 pandemic has shaped. Face-to-face communication was considered more effective than distance communication; however, employees had positive feelings when they worked remotely and felt more flexible. Finally, according to the above, the overall outcome was positive, yet still indicates that there is room for improvement or for adaptation to the new situation. [ABSTRACT FROM AUTHOR]

Purpose: This first phase of a three-phase action research project aims to define leadership practices that should be used during and after the pandemic to re-imagine and rebuild the health and social care system. Specifically, the objectives were to determine what effective leadership practices Canadian health leaders have used through the first wave of the COVID-19 pandemic, to explore how these differ from pre-crisis practices; and to identify what leadership practices might be leveraged to create the desired health and care systems of the future. Design/methodology/approach: The authors used an action research methodology. In the first phase, reported here, the authors conducted one-on-one, virtual interviews with 18 health leaders from across Canada and across leadership roles. Data were analyzed using grounded theory methodology. Findings: Five key practices emerged from the data, within the core dimension of disrupting entrenched structures and leadership practices. These were, namely, responding to more complex emotions in self and others. Future practice identified to create more psychologically supportive workplaces. Agile and adaptive leadership. Future practice should allow leaders to move systemic change forward more quickly. Integrating diverse perspectives, within and across organizations, leveling hierarchies through bringing together a variety of perspectives in the decision-making process and engaging people more broadly in the co-creation of strategies. Applying existing leadership capabilities and experience. Future practice should develop and expand mentorship to support early career leadership. Communication was increased to build credibility and trust in response to changing and often contradictory emerging evidence and messaging. Future practice should increase communication. Research limitations/implications: The project was limited to health leaders in Canada and did not represent all provinces/territories. Participants were recruited through the leadership networks, while diverse, were not demographically representative. All interviews were conducted in English; in the second phase of the study, the authors will recruit a larger and more diverse sample and conduct interviews in both English and French. As the interviews took place during the early stages of the pandemic, it may be that health leaders' views of what may be required to re-define future health systems may change as the crisis shifts over time. Practical implications: The sponsoring organization of this research – the Canadian Health Leadership Network and each of its individual member partners – will mobilize knowledge from this research, and subsequent phases, to inform processes for leadership development and, succession planning across, the Canadian health system, particularly those attributes unique to a context of crisis management but also necessary in post-crisis recovery. Social implications: This research has shown that there is an immediate need to develop innovative and influential leadership action – commensurate with its findings – to supporting the evolution of the Canadian health system, the emotional well-being of the health-care workforce, the mental health of the population and challenges inherent in structural inequities across health and health care that discriminate against certain populations. Originality/value: An interdisciplinary group of health researchers and decision-makers from across Canada who came together rapidly to examine leadership practices during COVID-19's first wave using action research study design. [ABSTRACT FROM AUTHOR]

The study focuses on exploring the influence of "transformational leadership" (TL) on "employee retention" (ER) in the "small and-medium sized enterprises" (SMEs) by taking Job Satisfaction (JS) as mediator and communication (CM) as moderating factors. The target population is the Pakistani SME's operating in the Islamabad/Rawalpindi region and no other regions due to time limitations. For collecting data, Convenience sampling technique is utilized. A 5-point Likert scale instrument has been developed for obtaining the desired statistics. Multiple Regression method is exploited for testing of hypothesis and "Process Model Macro" is applied to gauge the mediating and the moderating influence. Findings illustrate the positive impact of TL on ER in the Pakistani SMEs. The outcomes of the study endorsed TL influence on JS. Further analysis exposed partial mediation of JS in exploring the relationship between TL and ER. Moreover, communication positively moderates the TL-JS and JS-ER relationships. The findings provide a food for thought to the Pakistani SME leaders to adopt transformational style of leadership when it comes to retaining the talent. This study adds volume to both theory and practice. Meager number of studies have been done in discovering the mediating role of JS between TL and ER especially in the Pakistani SME environment. This study is very unique in ascertaining the moderating influence of Communication on TL-JS and JS-ER axis which has not done before. In future, the impact of the exit of transformation leadership on employee retentions can also be worthy of examining. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H (heart–head–hand) theory. Design/methodology/approach – With the case study approach, the author recollects his career experience in Hong Kong Broadband Network Limited from 2007 to 2011 to find out why and how the top management can balance 3-H factor to bridge the “knowing” and “doing” gap to engage right talents and motivate them to achieve peak performance and company goal. Findings – To create talent culture, the company implemented two policies including Mini-CEO management and Talent Engagement Department. The former is a vertical management model to empower and enable department heads. The latter is a way to change the role of human resources department from passive to proactive. Originality/value – The implications of this case study are to encourage public and private organizations to rethink the factors including talent development and empowerment that can have a positive impact on innovative work behavior. Moreover, organizations can rediscover the value of “unique” talent culture as a sustainable competitive advantage.

Purpose: This study aims to revisits the meaning of corporate identity (CI) in practice to identify its key dimensions and the interrelationships between them and to provide insights on how to operationalize the construct. Design/methodology/approach: This study is based on a comprehensive literature review and qualitative research consisting of 22 semi-structured interviews with senior managers from 11 UK-leading companies, and three in-depth interviews with corporate brand consultants who worked closely with these firms in cognate areas. Findings: The study identifies the following six key dimensions of CI in the UK industry: communication, visual identity, behavior, organizational culture, stakeholder management and founder value-based leadership. Research limitations/implications: The focus on UK leading companies limits the generalizability of the results. Further studies should be conducted in other sectors and country settings to examine the relationships identified in the current study. Originality/value: This study identifies the salient dimensions of CI and, for the first time, the role of founder transformational leadership, employee identification and top management behavioral leadership as key dimensions and sub-dimensions of CI. The study also provides novel insights about the measurements for these dimensions. Additionally, this study introduces a model for the interrelationships between CI dimensions and their influence on corporate image, based on rigorous theoretical underpinnings, which lays the foundation for future empirical testing. [ABSTRACT FROM AUTHOR]

Purpose: Leadership can cultivate shared understandings of goals within organizations. Transformational leaders engage in vision-sharing, whereas transactional leaders apply contingent rewards and sanctions. To set the stage for better performing organizations, public managers could lead in ways to improve the communication that flows internally in public organizations, defined as the internal communication performance. Previous studies have linked transformational leadership with internal communication performance in public organizations, but no studies have considered the broader array of leadership strategies and their combination. The purpose of this study is to assess the strength of the relationship between different forms of leadership (transformational and transactional) and internal communication. Design/methodology/approach: The study is based on a balanced panel dataset of 751 employees. Findings: The analysis corroborates the existing findings of a relationship between transformational and internal communication, and it identifies a relationship between transactional leadership through verbal rewards and internal communication. Originality/value: In so doing, the study brings new insights to our understanding of how leaders in public organizations can improve the internal communication in their organizations, which has been linked to, among others, how employees themselves perceive the red tape and performance within public organizations. [ABSTRACT FROM AUTHOR]

This study investigates the impact of transformational leadership on employee retention in small- and medium-sized enterprises (SMEs) and probes the mediating role of organizational citizenship behavior (OCB) and the moderating role of communication. Data were collected using convenience sampling from 505 employees of SMEs. A Smart PLS structural equation modeling (PLS-SEM) was used to estimate the various relationships. The findings of the study reveal a positive and significant relationship between transformational leadership and OCB. Similarly, this study finds a positive and significant relationship in OCB and employee retention. In addition, OCB had a positive mediating effect on the relationship between transformational leadership and employee retention. Furthermore, communication positively moderates the transformational leadership– OCB and OCB–employee retention relationships. Leaders at SMEs should implement the traits of transformational leadership such as developing a compelling vision for employees, focusing on goal achievement, having problem-solving techniques, having a sense of purpose, and spending time on the training and development of the team to enhance OCB and employee retention.

Excellent communication by emotionally intelligent leaders is key to ministry team health. Such communication has been noted to be the medium utilized to both motivate and develop either a subordinate or team. A leader can communicate successfully to their team and keep pace with their team's development when utilizing the Communication Process Theory, or CPT. CPT is ideal as it first leads the individual, growing them naturally into the team and pacing relationship dynamics appropriately. [ABSTRACT FROM AUTHOR]

Background: Top managers' transformational leadership is associated with significant influence on subordinates. Yet little is known about the extent to which top managers' transformational leadership influences middle managers' implementation leadership and, ultimately, frontline staff delivery of evidence-based health care practices. Purpose: To test a multilevel leadership model examining the extent to which top managers' transformational leadership, as mediated by implementation leadership of middle managers (i.e., those who supervise direct clinical services), affects staff attitudes toward evidence-based practices (EBPs) and their implementation. Methodology/Approach: We used data collected in 2013 from 427 employees in 112 addiction health services programs in Los Angeles County, California. We relied on hierarchical linear models with robust standard errors to analyze multilevel data, individuals nested in programs. We conducted two path models to estimate multilevel relationships with two EBPs: contingency management and medication-assisted treatment. Results: Findings partially supported our theory-driven multilevel leadership model. Specifically, results demonstrated that middle managers' implementation leadership mediated the relationship between top managers' transformational leadership and attitudes toward EBPs. At the same time, they showed the mediated relationship for delivery of contingency management treatment was only marginally significant (standardized indirect effect = .006, bootstrap p = .091). We did not find a mediation effect for medication-assisted treatment. Discussion: Findings advance leadership theory in health care, highlighting the importance of middle managers' implementation leadership in transmitting the influence of top managers' transformational leadership on staff attitudes toward EBPs. The full path model shows the extent to which transformational leadership may influence staff implementation of innovative practices as mediated through staff attitudes toward EBPs and middle managers' implementation leadership. Practice Implications: Our findings have implications for developing a multilevel leadership approach to implementation in health care. Leadership development should build on different competencies based on managers' level but align managers' priorities on the same implementation goals. [ABSTRACT FROM AUTHOR]

This study investigates the impact of transformational leadership on employee retention in small- and medium-sized enterprises (SMEs) and probes the mediating role of organizational citizenship behavior (OCB) and the moderating role of communication. Data were collected using convenience sampling from 505 employees of SMEs. A Smart PLS structural equation modeling (PLS-SEM) was used to estimate the various relationships. The findings of the study reveal a positive and significant relationship between transformational leadership and OCB. Similarly, this study finds a positive and significant relationship in OCB and employee retention. In addition, OCB had a positive mediating effect on the relationship between transformational leadership and employee retention. Furthermore, communication positively moderates the transformational leadership– OCB and OCB–employee retention relationships. Leaders at SMEs should implement the traits of transformational leadership such as developing a compelling vision for employees, focusing on goal achievement, having problem-solving techniques, having a sense of purpose, and spending time on the training and development of the team to enhance OCB and employee retention. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Communication Theory & Research / Iletisim Kuram ve Arastirma Dergisi is the property of Gazi University, Faculty of Communication and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Transformational leadership was once thought of as a trait-based approach to leadership rather than something that could be taught and learned, and that the process itself somehow lacked clarity. This essay sets out to demonstrate both points to be false, all the while identifying the value of educating Christian leaders on the essence and process of transformational leadership. The Momeny communication process theory explains process clarity as it relates to transformational leadership, its communication, and education. [ABSTRACT FROM AUTHOR]

Organizations increasingly rely on virtual teams to access geographically dispersed expertise. Yet, team dispersion introduces challenges to team communication that may negatively influence team performance. Using a sample of 53 innovation teams representing a variety of geographic dispersion configurations from completely collocated to highly dispersed, we examined the moderating role of transformational leadership on the relationship between team dispersion, team communication, and team performance. Our findings suggest that while transformational leadership is effective in reducing the negative effects of dispersion in collocated teams or ones with low levels of geographic dispersion, it is less effective helping improve the performance of highly dispersed teams. This effect may be due to a transformational leader's difficulty in facilitating team communication in highly dispersed teams, where his or her influence might actually have counterproductive effects. We discuss the implications of our findings for theory, future research, and practice. [ABSTRACT FROM AUTHOR]

Transformational leadership (TL) is a highly discussed approach in the literature for many professions. Likewise, the TL approach continues to be explored in a myriad of nursing contexts to demonstrate its advantages for practice and client health. The tension between custody and care is particular to correctional nursing practice, such as the correctional priorities of safety and security that often override caring‐focused nursing practice. Presented herein, is information relating to correctional nursing leadership as found in the minimal, available literature; and hypothetical examples of how correctional nursing leaders can use TL are provided. Measuring the influence of TL on practice and offender health can assist in determining if this approach is an appropriate "fit" for the correctional nursing context. The dearth of literature regarding correctional nursing leadership must be addressed to advance this subspecialty of nursing and promote offender health. The intent is not to argue that TL is the only applicable leadership approach for this subspecialty of nursing. Rather, introductory insight is offered regarding the suitability of TL in correctional nursing practice. [ABSTRACT FROM AUTHOR]

Workplace bullying is associated with a host of negative outcomes for the worker who is the target of bullying, as well as for the organization where the bullying occurs. Moreover, we know that rates of bullying are particularly high in health care settings; however, we are less familiar with the factors that may reduce workplace bullying in hospitals. Thus, this study was conducted to determine whether the humor orientation styles of individuals, including nurses working in hospitals, as well as their managers' leadership styles, can influence perceptions of bullying in the workplace. Using data from 459 workers employed in a large hospital in the Southern United States, we examined associations between the Multidimensional Sense of Humor Scale, which has four dimensions, as well as the Multifactor Leadership Questionnaire, with three leadership substyles, and their associations with the risk of being bullied. We observed that one of the four humor subscales, Humor Appreciation, did affect perceptions of bullying in the workplace. The other three, Humor Recognition, Humor Production, and Humor for Coping, did not. However, the leadership styles of managers did affect reports of negative acts. In fact, transformational leadership was associated with 22% of the variance in reports of decreased bullying activity. This work is consistent with previous work on the importance of leadership styles for creating positive work environments, particularly in hospital settings. Given these findings, we offer suggestions for leaders to further improve nursing communication. [ABSTRACT FROM AUTHOR]

Extant literature indicates the role played by transformational leadership in bringing about organizational change in general, and affective commitment to change in particular. However, it does not explain the process through which transformational leadership at the top management level influences individual attitudes across the levels of hierarchy. This paper identifies communication as a common and an integral component of charismatic leadership, inspirational motivation, intellectual stimulation and individualized consideration impacting employees. Drawing on the literature on transformational leadership and change, the paper proposes a theoretical understanding of how transformational leader communication facilitates employee affective commitment to change. Additionally, it explores the intervening role of organizational identification in the relationship. The paper contributes by demonstrating the salience of leadership communication in bringing about organizational change. Also, it elucidates the key characteristics of communication and organizational identification which are instrumental in promoting affective commitment towards change. Implications of theory and practice and future directions for research are discussed. [ABSTRACT FROM AUTHOR]

Aim To validate a framework of factors that influence the relationship of transformational leadership and safety climate, and to enable testing of safety chain factors by generating hypotheses regarding their mediating and moderating effects. Background Understanding the patient safety chain and mechanisms by which leaders affect a strong climate of safety is essential to transformational leadership practice, education, and research. Methods A systematic review of leadership and safety literature was used to develop an organising framework of factors proposed to influence the climate of safety. A panel of 25 international experts in leadership and safety engaged a three-round modified Delphi study with Likert-scored surveys. Results Eighty per cent of participating experts from six countries were retained to the final survey round. Consensus (>66% agreement) was achieved on 40 factors believed to influence safety climate in the acute care setting. Conclusions Consensus regarding specific factors that play important roles in an organisation's climate of safety can be reached. Generally, the demonstration of leadership commitment to safety is key to cultivating a culture of patient safety. Implications for Nursing Management Transformational nurse leaders should consider and employ all three categories of factors in daily leadership activities and decision-making to drive a strong climate of patient safety. [ABSTRACT FROM AUTHOR]

This paper, converted from a presentation given at the 2017 PNLA Conference in Post Falls, Idaho, briefly examines four areas that library professionals, regardless of experience, education level, station or title, can begin cultivating in order to better hone leadership skills. The four topics of: communication, accountability and expectations, failure, and initiative and creativity are by no means an allinclusive list of areas needing to be examined when honing leadership skills. These areas were chosen as a base-set of common areas all aspiring--and established--leaders should focus on to begin transformational leadership change. [ABSTRACT FROM AUTHOR]

Background Integrating health literacy into primary care institutional policy and practice is critical to effective, patient centered health care. While attributes of health literate organizations have been proposed, approaches for strengthening them in healthcare systems with limited resources have not been fully detailed. Methods We conducted key informant interviews with individuals from 11 low resourced health care organizations serving uninsured, underinsured, and government-insured patients across Missouri. The qualitative inquiry explored concepts of impetus to transform, leadership commitment, engaging staff, alignment to organization wide goals, and integration of health literacy with current practices. Findings Several health care organizations reported carrying out health literacy related activities including implementing patient portals, selecting easy to read patient materials, offering community education and outreach programs, and improving discharge and medication distribution processes. The need for change presented itself through data or anecdotal staff experience. For any change to be undertaken, administrators and medical directors had to be supportive; most often a champion facilitated these changes in the organization. Staff and providers were often resistant to change and worried they would be saddled with additional work. Lack of time and funding were the most common barriers reported for integration and sustainability. To overcome these barriers, managers supported changes by working one on one with staff, seeking external funding, utilizing existing resources, planning for stepwise implementation, including members from all staff levels and clear communication. Conclusion Even though barriers exist, resource scarce clinical settings can successfully plan, implement, and sustain organizational changes to support health literacy. [ABSTRACT FROM AUTHOR]