Multifactor Leadership Research Articles

The Association of Transformational Leadership on Safety Practices Among Nurses: The Mediating Role of Patient Safety Culture.

To ensure best possible patient outcomes, patient safety is a major component of healthcare delivery system that needs to be prioritized. Safety practices among nurses are essential to maintain patient safety, especially the practices of medication administration, handover, patient falls and unplanned extubations prevention. To investigate the mediating effect of patient safety culture between the relationship of transformational leadership and safety practices among nurses. The data in this cross-sectional study were gathered from a survey targeted clinical nurses using a random sampling technique. The study was conducted in a medical city in Saudi Arabia, and two hundred nurses were surveyed. The Multifactor Leadership, Hospital Survey on Patient Safety Culture, and Nursing Safety Practice questionnaires were used in the study. The results revealed significant positive associations between transformational leadership, patient safety culture, and nursing safety practices. Moreover, patient safety culture mediates the association between transformational leadership and safety practices among nurses. Enhancing transformational leadership capabilities among nurse managers should be considered in order to improve nursing safety practices. Additionally, patient safety culture should be measured and improved periodically to ensure better nursing safety practices.

Modeling the occurrence of unsafe behaviors based on safety climate and organizational leadership style dimensions in oil platforms using the fuzzy logic approach

AbstractOffshore platforms have a high potential for major accidents. This study aimed to model the occurrence of unsafe behaviors based on safety climate and organizational leadership style using the fuzzy logic approach. This study was conducted among five oil platforms located in the Persian Gulf. Multifactor leadership and standard occupational safety climate questionnaires measured organizational leadership style and safety climate, respectively. To determine unsafe behaviors, a checklist of unsafe acts was used. Data analysis was performed using one‐way ANOVA and Pearson correlation coefficients in R4.1.0. A fuzzy logarithmic model and MATLAB software were used for modeling. There was a significant inverse relationship between transformational and transactional leadership style and the occurrence of unsafe behaviors. Findings revealed a significant correlation between the dimensions of the safety of the workplace and the neglecting dangers and the occurrence of unsafe behaviors. The fuzzy logarithmic model results showed that mentioned parameters are important risk factors for predicting unsafe behaviors. Findings revealed that transformational and transactional leadership styles, the workplace's safety, and neglecting dangers in oil platforms are among essential factors in unsafe behaviors. Using fuzzy logarithmic models can also be an effective way to predict unsafe behaviors in different workplaces.

The Role of Transformational Leadership and Knowledge Management in Organizational Innovation of Schools

One of the most significant prerequisites for an innovative school is the presence of transformational leaders and knowledge sharing. The primary purpose of this study was to determine the effect of the transformational leadership on organizational innovation with the mediating role of knowledge management. It applied research by orientation, descriptive research by purpose, survey research by strategy, causal research by nature, and a questionnaire in terms of data collection methods. Data were collected from 265 school principals, expert officers and deputy managers at the Department of Education of Dasht-e Azadegan county, Khuzestan province, Iran. As the target population was small, census sampling was adopted and all the 265 members participated in the survey. For data collection, the Multifactor Leadership, Organizational Innovation, and Knowledge Management Questionnaires were used, whose reliability (using Cronbach’s alpha) was estimated to be 0.89, 0.93, and 0.91, respectively. Factor analysis was used for validity assessment. For data analysis, structural equation modeling in Amos software was employed. The results showed that components of intellectual stimulation, idealized influence, inspirational motivation, and individualized consideration, both directly and through the mediating role of knowledge management, influence organizational innovation of schools.

Otago exercise programme\u2014from evidence to practice: a qualitative study of physiotherapists\u2019 perceptions of the importance of organisational factors of leadership, context and culture for knowledge translation in Norway

BackgroundFalls and fall-related injuries are a major public health problem and an international priority for health services. Despite research showing that evidence-based fall prevention is effective, its translation into practice has been delayed and limited. Although organisational factors such as leadership, culture and context are key factors for implementing evidence-based practice, there is still limited information on whether these factors represent barriers in the Norwegian and international healthcare context. Thus, this study aimed to explore the views of physiotherapists in clinical practice and their leaders’ views on the importance of organisational factors, such as leadership, culture and contextual and human resources, regarding successful knowledge translation of the Otago evidence-based fall programme in a Norwegian community.MethodsFour in-depth interviews with physiotherapists and a focus group interview with nine physiotherapists and leaders representing local hospitals and municipalities were conducted to collect data. The data were analysed using a thematic analysis.ResultsThe analysis yielded an overarching theme: an empowering leader as an anchor is needed for successful knowledge translation of physiotherapists’ and leaders’ views about the role of organisational structure, leadership, culture, financial resources and competence in research-based knowledge, as well as how to enhance the clinical staff’s expertise. Four main themes further elaborated on the overarching theme: (1) multifactor leadership—the importance of reinforcement, knowledge, goals and attention; (2) potential for change in professional roles as shaped by culture, context and type of practice; (3) knowledge translation—the tension between real-life capabilities, optimism and learning; and (4) different types of support—environmental resources and social influences.ConclusionsThis study highlighted the importance of organisational factors in knowledge translation in fall prevention. The findings emphasise the importance of leaders’ role and style in providing a supportive culture and contextual factors during the knowledge translation process. This study provides an understanding of the knowledge translation and sustainability of evidence-based practice and the Otago exercise programme for fall prevention programmes for community-dwelling older adults in Norway.

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

THE INTERACTION BETWEEN LEADERSHIP STYLES AND MANAGEMENT LEVEL, AND THEIR IMPACT ON PROJECT SUCCESS

Leadership is the catalyst which ignites collaboration and participation towards achieving project success. Recent studies have acknowledged that leadership affect construction project success indirectly. However, how this success derived through leadership is directly related to management seniority remains unexplored. It is hypothesized that the higher a person advances in an organization the need to become more effective in achieving project success increases. To test this hypothesis and to improve project success rates, leadership at different managerial levels is explored through a case study using Kurt Lewin’s and Multifactor Leadership (ML) questionnaires. The democratic and transformational styles of leadership were the most efficient in achieving project success. However, analysis of variance (ANOVA) revealed there is no significant relationship between project success and leadership style but there exists a strong association between management level and leadership style and a significant relationship between management level and project success. This suggest there is a maturity in leadership style as management level progresses, as such, a person should become more effective in guaranteeing project success based on how far they have progressed in the management structure of their organization.

English

This study examines the effects of leadership styles and organizational culture on organizational effectiveness in Iranian sport organizations. 341 sport experts in the Physical Education Organization of the Islamic Republic of Iran and various sport Federations voluntarily filled out the Denison organizational culture survey (DOCS), multifactor leadership and organizational effectiveness questionnaires. Results of structural equation modeling (SEM) showed that transformational leadership has a significant positive influence on the effectiveness and organizational culture. Transactional leadership had a direct significant negative influence on organizational effectiveness and indirectly had a significant positive influence through organizational culture. In conclusion, the results showed that the proposed model has a good fit with this research data.    Key words: Leadership style, organizational culture, effectiveness, sport organizations.

Leadership styles of men and women in the Arab world

PurposeDisagreement amongst Arab writers, researchers, politicians, and others exists regarding the Arab woman's struggle to take on a leadership role traditionally dominated by Arab men. For many, discussions on whether Arab women should work and lead, be a housewife or work with restrictions are continually under controversy. The purpose of this paper is to examine Arab women leadership style based on transformational, transactional, and laissez‐faire styles of men and women.Design/methodology/approachThe main research instrument is the multifactor leadership questionnaire.FindingsThe findings reveal that women in the Arab world exceed men on four transformational scales: the attributes version of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Arab men exceed Arab women on two transactional scales: management by exception passive and management by exception active, whereas women exceed men on contingent rewards. Laissez‐faire leadership style goes to Arab men.Research limitations/implicationsAlthough the paper provides a useful overview of the traditional thinking and abilities of Arab women leadership and their effectiveness in the Arab world, the sample is limited in size. Further research can be done with larger sample to test the findings.Originality/valueThe paper offers inputs for researchers and writers.

Outdoor Leaders' Emotional Intelligence and Transformational Leadership

This study explored the concept of outdoor leadership from the perspectives of emotional intelligence and transformational leadership. Levels of emotional intelligence, multifactor leadership, outdoor experience, and social desirability were examined using 46 individuals designated as outdoor leaders. The results revealed a number of unique characteristics of outdoor leaders' emotional intelligence and leadership, including contributions of past outdoor experience to the development of emotional intelligence as well as transformational leadership. In addition, there was a moderate and positive relationship between emotional intelligence and transformational leadership.