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Aim: This study aimed to describe innovativeness among nurses and examine the impact of transformational leadership and demographic and occupational variables on individual innovativeness in nurses. Background: Staff nurses must be innovative in order to solve problems occurring in health care environments and implement evidence‐based practice. Methods: This descriptive, correlational cross‐sectional study comprised 300 nurses working in two hospitals in Turkey. The data were collected with a demographic and occupational questionnaire, the Individual Innovativeness Scale and the Transformational Leadership Scale. Data were analysed using descriptive statistics, Pearson's correlation and backward regression. Results: Most nurses were categorized as "early majority" (45.3%) or "early adopter" (39.3%) for innovativeness. Education level, position, high self‐perceptions of leadership skills and/or perceiving transformational leadership as a high‐performance expectation were associated with high levels of individual innovativeness. Conclusion: Almost half of the nurses were early adopters who can be role models to other nurses in the diffusion of innovation. Having higher education levels, positions, leadership skills and expectations from management affected nurses' individual innovation more positively. Implications for Nursing Management: It can be helpful for nurse managers to understand the adopter categories and affective variables of innovativeness for the diffusion of innovative practices and evidence‐based standards at hospitals. [ABSTRACT FROM AUTHOR]

The primary aim of the present study was to explore whether paternalistic or transformational leadership styles of supervisors were significantly related to workplace procrastination. Moreover, the potential mediation effects of organizational citizenship behaviors (specifically, civic virtue, and conscientiousness) and turnover intention in the link between leadership style and procrastination of the employees were investigated on a heuristic model. Data was collected through online surveys from 126 Turkish full-time office employees. The goodness-of-fit of the proposed model was tested using structural equation modeling and the mediation analysis was performed by bootstrapping. As expected, transformational leadership and organizational citizenship behaviors were negatively related to workplace procrastination. However, there was no significant link between paternalistic leadership and procrastination. Moreover, turnover intention and organizational citizenship behaviors did not mediate this relationship. These findings suggest that transformational leadership style could be a more effective style for diminishing employees’ excessive nonwork related behaviors. [ABSTRACT FROM AUTHOR]