Perceived Leadership Style Research Articles

Nurses Perceptions of Nursing Leadership Styles in the Eastern Healthcare Cluster in Saudi Arabia

The type of leadership style adopted by the manager and how it is perceived by nurses can play a critical role in influencing staff performance and healthcare outcomes. This study aims to examine nurses’ perceptions about the managers’ leadership and to determine whether the style used may play a role in determining the quality of patient care. Methodology: A cross-sectional quantitative study was conducted in Eastern Health Cluster was over a four- month period from April 5th to July 30th 2021. A purposive sampling technique was used whereby all nurses and midwives working in EHC facilities, 8,699 staff, were invited to participate in the research adopting multifactor leadership questionnaire (MLQX5) to rate leadership styles and outcomes in relation to transformational, transactional, and passive avoidant leadership styles. The questionnaire was evaluated by a panel of expert nurse leaders against construct validity then piloted to test reliability. Data were collected after ethical approval was granted from King Fahad Specialist Hospital. Results: 577 nurses provided a 3.98% margin of error at the 95% confidence level. Statistical analysis was conducted using SPSS version 23.0. Results show that nurses perceive that their managers are using transformational and transactional leadership styles more often than passive avoidant leadership style. There was a positive and highly significant correlation between leadership and outcome factors. The analysis shows a positive correlation between leadership outcome factors (effectiveness, extra effort and satisfaction) and transformational and transactional leadership styles and a negative correlation with passive avoidant leadership style. A comparison of sociodemographic characteristics within the nursing workforce found that there are no significant differences in perceived leadership styles relating to gender although mean scores show that females had a higher perception of transformational and transactional styles compared to men who had a higher perception of passive avoidant style. Recommendations and Implication for Nursing: Transformational leadership appears to be best suited for nursing as it has positive nursing outcomes There is a strong need to implement leadership education and training amongst all nurses and to continuously train and educate nurse leaders and those potential leaders under succession planning programs about leadership skills and competencies and how to promote a culture for transformational leadership. Conclusion: The transformation of the healthcare system in Saudi Arabia, and challenges that are inherent, emphasize the importance of ensuring that nurses are effective leaders if organizational needs are to be met in the future. It is therefore important to conduct further qualitative and quantitative nursing researches amongst this nurse population to provide evidence about how leadership style is perceived and how it may influence outcomes within the nursing workforce and work environment.

Leadership, Millenials, And Job Satisfaction

Employee turnover is a disruptive and costly phenomenon for organizations. Understanding the causes of turnover and how to mitigate such causes offers a tangible benefit to organizations, especially as it relates to Millennials which are the largest portion of the workforce in 2020. The study herein sought to determine whether Millennial generation employee perceptions of leadership style have an association with job satisfaction for college-educated, full-time employees at a mid-sized professional services firm in the United States. The relationship between perceptions of leadership style and employee job satisfaction were evaluated via a non-experimental quantitative study. The research design was a cross-sectional survey administered to 1,567 participants with 354 usable responses obtained. Data collected via a survey demonstrated there is a statistically significant moderate correlation (rs = .32, p < .01) between perceptions of leadership style and job satisfaction at the scale level and that the relationship is stable regardless of gender, tenure, ethnicity, or age. The findings support previous studies of various generational cohorts and extend the knowledge base specific to a Millennial subgroup. This study extends the body of knowledge related to the Full Range of Leadership Theory and adds information for a specific generational cohort in one industry segment. Implications include opportunities for organizations to implement leadership development programs focused on specific behaviors that will increase employee satisfaction.

The leadership styles of primary healthcare center managers and center performance outcomes in Riyadh, Saudi Arabia: A correlational study.

BACKGROUND:Leadership is a wide concept that is rapidly developing. Diverse theories suggest different styles of leadership, with strong relationships between the different styles and their outcomes. The transformational style emphasizes motivating employees and encouraging them to find new ways of dealing with issues. The transactional (TL) style promotes ideas of rewards and punishments. The Laissez–faire style is characterized by relaxation and the tendency to leave things to happen with minimal interference.MATERIALS AND METHODS:This is a descriptive cross-sectional study design conducted in Primary Healthcare Centers in Riyadh, Saudi Arabia. The leadership styles were assessed using a Multi-Factor Leadership Questionnaire, which identifies the different styles of leadership. SPSS v 26.0 was used for data analysis. t-test employed to compare leadership style between raters and managers. Logistics regression model used to determine the influence of leadership styles of managers. Pearson correlation coefficient determined the linear relationship between leadership styles and its domains.RESULTS:A total of 130 respondents (65 managers vs. 65 raters) took part. “Raters” refer to any persons other than the manager, such as a secretary, nurse, doctor. The “manager” is when the person rates himself. The global transformation mean score was 3.55, for TL it was 3.42 and for passive avoidant, the mean score was 0.93. The passive avoidant (t = 2.005; P = 0.047) and management by exception (passive) (MBEP) mean scores of raters were statistically significantly higher than managers. In the binary regression model, MBEP was the independent significant predictor of manager.CONCLUSION:The perceived leadership style of Primary Healthcare Center managers was transformational but with TL. Transformational leadership was positively correlated with TL leadership but negatively correlated with passive avoidant (The Laissez–faire style). The outcome of this study demonstrated that intellectual stimulation, idealized attributes, and inspirational motivation are perhaps better than contingent reward, active management.

The influence of Perceived Leadership Styles on Employee Commitment: The Mediating Role of Conflict Management

The aim of this study is to identify the relationship between leadership styles and employee commitment among employees working in the pharmaceutical industry, mediated by conflict management. The study adopted quantitative research method to examine the current study, a sample size of 110 employees was selected from the pharmaceutical companies in Kurdistan. Junior employees who had worked in the interested organizations for the past 10 years and deemed to have substantial dealing with supervisors and managers were purposively selected. Findings revealed that; the first research hypothesis is supported which stated that leadership styles will positively and significantly influence employee commitment at pharmaceutical companies in Kurdistan. Moreover, as for the conflict management as the mediation role between each leadership style (transactional, transformational, and charismatic) and employee commitment, the findings revealed that; conflict management has a positive and significant mediation role between all mentioned leadership styles and employee commitment, moreover the findings showed that the highest value was the mediation role of conflict management between transactional leadership and employee commitment, on the other hand the lowest value was the mediation role of conflict management between transformational leadership and employee commitment.

The Relationship Between Leadership Styles, Job Satisfaction, and Tenure Among Nursing Home Administrators

Long-term care is considered a subset of health care administration as the characteristics and leadership skills needed differ from other areas of health care. Leadership style directly relates to organizational development, success, and effectiveness. For study purposes, specific focus was placed upon determining the degree to which nursing home administrators (NHAs) perceived styles of leadership determined job satisfaction with tenure as an NHA. Perceptions of leadership style and levels of job satisfaction were determined using a non-experimental, quantitative design, specifically employing a survey research approach. The research instrument in this study, the MLQ, provided the data essential to addressing the research questions and accompanying hypotheses. The effect of study participant response to items on the MLQ associated with the research questions was assessed using univariate analysis of descriptive factors and inferential statistical techniques for statistical significance testing purposes. A total of 87% of study participants indicated that they perceived their leadership style as Nursing Home Administrators (NHA’s) was reflective of Transformational Leadership. However, findings indicated that participants who had a Transactional Leadership style were more likely than other types of leadership styles to select an NHA as a career path if given the opportunity to choose this line of work in the future.

Be zhongyong and be ethical: dual leadership in promoting employees’ thriving at work

PurposeThe roles that one single leadership style plays on motivating employees have been studied. However, in reality, an individual may exhibit more than one type of leadership style. This study aims to reveal how zhongyong leadership can lead to employees’ thriving at work in China, with a glance at ethical leadership as a moderator. The intrinsic motivation of employees is also considered as a mediator to show the specific path that bridges employees’ perceived leadership styles and their thriving at work.Design/methodology/approachUsing three-period data from a sample of 346 employees working in Chinese companies, this study performs regression and bootstrap analyzes in PROCESS macro to test the hypotheses. By adopting the Johnson-Neyman technique, this study further identifies the specific moderating range within which ethical leadership makes a difference.FindingsThe positive correlation between zhongyong leadership and employees’ thriving at work only withstand scrutiny when the level of ethical leadership is sufficiently high and employees’ intrinsic motivation plays a mediating role. Specifically, when the ethical leadership level is higher than 6.022 (on a seven-point scale), zhongyong leadership can significantly increase the intrinsic motivation of employees and their thriving at work will be stronger as a result. On the contrary, when ethical leadership is lower than 1.089 (on a seven-point scale), this mediated relationship will head exactly in the opposite direction.Originality/valueThis study focuses on investigating the effects of multiple positive leadership behaviors on promoting employees’ thriving at work. The resultant findings provide compelling evidence for the integration of different leadership styles in practice and consolidate the theoretical underpinnings of related research on thriving at work.

Behavior-Based Perceived Leadership Styles as Determinants of Organizational Functionality

This study aimed at exploring how the perception about leadership styles affected the functionality of the Higher Education Institutions. We used a self-administered questionnaire to a sample of 328 administration and faculty members of several public sector universities. The data collected were analyzed through structural equation modeling in AMOS 26. We found significant results between autocratic and democratic leadership styles as determinants of organizational functionality; such that the perceived autocratic leadership style negatively affected organizational functionality and the perceived democratic leadership style positively affected organizational functionality. The effect of laissez-faire was however statically insignificant. We thus conclude that the perception of a democratic leadership style improves organizational functionality; whereas, the perception of autocratic leadership negatively affects organizational functionality. Practically, the study shows as the employees are given the right to participate in the matters of a higher education institution, the organization becomes more functional.

The Perception of Administrative Leadership Style on the Performance of Nursing Colleges in the Western Region of Ghana

This study sought to examine the impact of the perception of leadership styles on students’ academic performances in the Asanta College of Nursing in the western region ofGhana. The study assessed the perceptions of administrator’s’ leadership styles and to analyze the relationship between the leadership styles and students’ academic performance. The study adopted a descriptive survey research design. The accessible population for the study was 250 respondents. Questionnaires were used for the study. The questionnaire was piloted to determine their validity and reliability before being used to collect quantitative data from sampled subjects. The study established that students’ perception on leadership in administration, to a great extent had impact on performance. Transformational leadership style was the preferred leadership style of the college with a percentage of 33.2%; followed by instructional leadership with a percentage of 28.8%; there was a positive relationship between students’ performance and leadership style adopted by the management of the institution. It was however found that there was no relationship between sex and performance of students. Several recommendations were made. Key among them were that the College management should continue in maintaining transformational leadership style as it is impacting positively on performance of the college. Also, Government should regularly organize in-service training for both management and staff on the appropriate leadership styles that could impact positively on performance.

A Study on Association between the Perceptions of Principals and Teachers Regarding College Principals’ Leadership Style in Perspective of Situational Leadership Theory

The current study demonstrates the association between the perceptions of the designations regarding college principals’ leadership style in perspective of situational leadership theory. This article is quantitative in nature and ex-post-facto research design was adopted. The population was comprised of all colleges which are affiliated with the University of the Punjab in Lahore Division. Multistage sampling technique was adopted for selecting sample. Thus, the sample of the study was comprised of 74 college principals and 370 teachers on the basis of their job experience. The instrument of LBA-II Self/Other was adopted. The data was analyzed on SPSS using descriptive and inferential statistics. There was disassociation between the perceptions of the designations regarding the primary, developing and diagnosis leadership style, except the secondary leadership style where was association found between the perceptions of the designations. Whereas, there was no difference in teachers and principal’s perceived leadership style flexibility and effectiveness.

The Influence of Leadership Styles and Organizational Culture on Organizational Performance of Some Selected SMEs in Accra, Ghana

The study examined the influence of leadership styles and organizational culture on organizational performance and the mediating role of organizational culture on the influence of the leadership styles on organizational performance among Ghanaian SME firms in Accra. It also sought to establish the influence of the various leadership styles and the various dimensions of corporate culture on firm performance. One hundred and forty-five (141) respondents were conveniently sampled from selected SMEs in the manufacturing, telecommunication and financial sectors in Ghana for the study. All selected participants completed the multifactor leadership questionnaire (MLQ) and organizational culture survey (OCS). The data gathered was analyzed using standard multiple regression analysis and Andy F. Hayes’ Process macro procedure in SPSS. The results revealed that, leadership styles did not influence organizational performance in SMEs in Accra Ghana; on the other hand, organizational culture did influence organizational performance. Transformational leadership style was also the only significant influence on organizational performance among all three leadership styles understudy. Moreover, none of the dimensions of corporate culture influenced organizational performance significantly, whereas organizational culture failed to play a mediating role in the influence of the perceived leadership styles on firm performance

EFFECTS OF PERCEIVED LEADERSHIP STYLE AND ORGANIZATIONAL COMMITMENT ON JOB SATISFACTION AMONG NON-TEACHING EMPLOYEES OF FEDERAL UNIVERSITIES IN SOUTH-EAST NIGERIA

The study examined effects of perceived leadership style and organizational commitment on job satisfaction among non-teaching employees of federal universities in South-East Nigeria. Participants in the study were eight hundred and eighty-four non-teaching employees who were randomly selected from three federal universities in South-East Nigeria. The participants were made up of 323 (36.5%) males and 561 (63.5%) females with age range 22 years to 60 years, mean 35.04 years and standard deviation 9.96. The study deployed three instruments: Multi factor leadership questionnaire (MLQ-5X) developed by Avolio & Bass (1990), Minesota Satisfaction Questionnaire (MSQ) developed by Weiss, Dawis, England & Lofquist (1967), and Organizational Commitment Scale (OCS) developed by Mowday, Porter & Steers (1979). The study adopted correlation design and data analysis was done using multiple regression analysis Enter method. Hypothesis one result showed that dimension of perceived leadership style (transactional) predicted job satisfaction at B = 1.18**, P< .001, while hypothesis two result showed that organizational commitment significantly and positively predicted job satisfaction at B = .53**, P< .001. Hence, perceived leadership styles and organizational commitment are significant and positive predictors of job satisfaction among non-teaching employees of federal universities in south-east Nigeria. It was recommended that management within federal universities in south-east should adopt transactional leadership style.

Moderating the Relationship between Leadership and Commitment: An Empirical Study on Personality and Values

Attracting and retaining talent is considered to be among the most crucial challenges for contemporary leadership. Building on this notion, the present paper aims to foster an understanding of the complex interplay between leadership practices and employee commitment. In these regards, the moderating role of personality variables and personal values is critically assessed. Building on a two-dimensional model of organizational commitment, the study proposes that leadership variables predict both emotional and behavioral commitment, with the relationship being moderated by personality variables as assessed throughout the Big Five framework and by personal values. To determine the validity of these hypotheses, an empirical, quantitative study was conducted following an observational design focusing on the employee perspective. Standardized questionnaires were utilized to assess the levels of commitment, the perceived leadership style of the participants’ leaders, their personality and values. A total of n = 310 individuals were recruited for participation in the empirical study, conducted by using an online survey. The statistical analyses showed a stable, significant correlation between the perception of leadership style and both types of organizational commitment, with leadership communication taking on a noteworthy role. The relevance of personality variables and values also could be confirmed, with their predictive power being more substantial for behavioral commitment. This was established using multiple linear regression analyses that compared the predictive power of the individual predictors.

PENGARUH PERSEPSI PEGAWAI TENTANG GAYA KEPEMIMPINAN, MOTIVASI KERJA, DISIPLIN KERJA TERHADAP KINERJA PEGAWAI KEJAKSAAN TINGGI

<p><em>This study aims to determine whether: (1) There is a positive and significant influence between employee perceptions of leadership style on the performance of the West Java High Court employees; (2) there is a positive and significant influence between work motivation on the performance of the West Java High Court employees; (3) there is a positive and significant influence between work discipline on the performance of the West Java High Court employees; (4) there is a positive and significant influence between perceptions of leadership style, work motivation, and work discipline simultaneously on the performance of the West Java High Court employees. This research is a research with a quantitative approach with the type of correlational / associative research. The data collection method is done by using a questionnaire. The population in this study amounted to 278 people and the sample in this study amounted to 74 people. The sampling technique in this research is proportional sampling technique with a sample taken of 74 respondents. The data obtained from this study were then processed using the IBM SPSS 24 tool. This analysis includes validity testing, reliability testing, classical assumption tests and hypothesis testing. Based on the research results, H1 shows that the leadership style has a negative and insignificant effect on employee performance, which means that Ho is accepted and H1 is rejected. H2 shows that work motivation has a positive and significant effect on employee performance, which means that Ho is rejected and H3 is accepted. H3 shows that work discipline has the most positive and significant effect on employee performance, which means that Ho is rejected and H2 is accepted. H4 shows that leadership style, work motivation, and work discipline have a simultaneous influence on employee performance, which means that Ho is rejected and H3 is accepted.</em></p>

Perceived leadership style and job satisfaction of teachers in public and private schools

Perceived leadership style and job satisfaction of teachers in public and private schools

The Effect of Leadership and Organizational Justice in Predicting Positive Emotion of Indonesian Civil Servants

This study aims to explore the influence of leadership styles (transactional and transformational) on organizational justice (distributive justice and procedural justice) and their impact on the positive emotions of Government civil servants,which is located in the City of South Tangerang, Palu, and Sorong. In the government environment, perceptions of leadership styles (transactional and transformational) and organizational justice (distributive and procedural) possessed by employees can vary. Thus, itindeed tends to influence the formation of positive emotions. The Social Desirability Response (SDR) test was examined in the validation test. A survey method with a purposive sampling technique (n = 400) was used to collect the data. The results showed that both transformational and transactional leadership styles have a positive and significant effect on procedural justice and distributive justice. Hence, having a subsequent impact on the formation of positive emotions.

Public servants’ perception of leadership style and its impact on organizational commitment

Lebanon is facing an unprecedented political and economic crisis. Consequently, the country now urgently needs more than ever committed public managers, more involved and more effective in their work responsibilities to enhance public sector performance and reduce the consequences of the crisis. Little research has been done on the role of leadership in promoting organizational commitment in the public sector in Lebanon. Thus, referring to the leadership full range theory, this study aims to investigate the association between leadership styles and organizational commitment with the mediating role of Leader-member exchange (LMX). It further aims to examine the relationships between gender, leadership style, LMX and organizational commitment in the Lebanese public context.Data were collected via an online survey on a sample composed of 132 middle managers working in six public administrations in Lebanon. Linear and multiple regression analyses were carried out to test the direct and indirect effect of leadership styles on organizational commitment. The results indicated that both two styles of Bass are positively correlated with organizational commitment. The results also revealed a significant relationship between public servant gender and the quality of his relationship with the leader. Moreover, results showed that LMX doesn’t mediate the relationship between transformational leadership and organizational commitment, although it partially mediates the relationship between transactional leadership and organizational commitment. This study contributes to understanding of the mechanisms of developing organizational commitment through leadership styles. It also has implications for public service recruitment and training policies.

THE EMPATHY LEVELS OF WOMEN PLAYING IN BASKETBALL LEAGUES

The aim of this study was to investigate the basketball players’, active in Turkey Women’s Basketball Super and 1st Leagues, empathy levels according to their marital status, educational status in addition to age and marital status of their coach; and to evaluate leadership characteristics and behavior of their coaches according to athlete’s perception. Another aim was to analyze the relation between empathy levels of the athletes and athletes’ perception of coaching behavior. 264 (age; 24.61±5.53 year) female athletes playing in Turkey Women’s Basketball Super and 1st Leagues participated in this study. Leadership Scale for Sports (LSS)-version of Athletes’ Perception of Coaching Behavior that developed by Chelladurai and Saleh, and adapted by Tiryaki and Toros in 2006 was used as data collection tool. Athletes’ perceptions of leadership style and behavior of their coach were evaluated in five different factors. A five-factor solution with 40 items describing the most salient dimensions of coaching behavior was selected as the most meaningful. Empathy levels of the athletes were determined by using Emphatic Tendency Scale which was developed by Dökmen (1988) and composed of 20 items. Empathy levels of the athletes showed no statistically significant difference in terms of any variable (p>0.05). There was no statistically significant difference in athletes’ perceptions of coaching behaviors in terms of marital status of the athlete and age of their coach (p>0.05). In terms of educational status of athletes and marital status of their coach, there were statistically significant differences in athletes’ perceptions of coaching behaviors (p<0.05 and p<0.01). Positive and meaningful correlation was found between empathy scores of the athletes and training and instruction behavior (r=.172**) and autocratic behavior (r=.154*) of the coach (p<0.05 and p<0.01). Educational status of the athletes and marital status of their coach are influental in athletes’ evaluation of their perceptions of coaching behavior. Empathy levels of the athletes are related to their perceptions of coaching behavior.

INFLUENCE OF PERCEIVED LEADERSHIP STYLES ON EDUCATIONAL SERVICES AND KNOWLEDGE EXPANSION IN A COMPETITIVE EDUCATIONAL ENVIRONMENT: EVIDENCE FROM SELECTED PRIVATE UNIVERSITIES IN NIGERIA

This study investigated the influence of perceived leadership styles on educational services and knowledge expansion in a competitive educational environment: evidence from selected private universities in Nigeria. The study was a survey which employed Ex-Post Factor design. A total of 230 respondents was selected for the study and these responses comprised both employees and students of selected institution in Nigeria in which (46%) were male while (54%) were female. Questionnaire format was employed for data collection and it was made up of three (3) sections namely: Section A (Socio Demographic measure scale), Section B (Perceived Leadership Styles Scale), while Section C measured (educational services and knowledge expansion Scale). The collected data were subjected to computerized data analysis, using the Statistical Package for Social Sciences (SPSS) version 21.0 was used. The findings revealed that transformational leadership style was significantly and negatively related to educational services and knowledge expansion [r= -.74**, P Article visualizations:

The Relationship between Perceived Leadership Styles of Principals and Teacher Retention and Satisfaction

Approximately 33% of beginning public school teachers in the United States leave the profession before completing their first year in the classroom [1] and nearly 50% of new teachers leave the profession after only 5 years [2]. The literature review explicated factors of the possible interrelationship between teacher satisfaction, retention, and leadership of building principals. Data were collected through cross-sectional surveys that measured attitudes and practices [3].
 The independent variable was the leadership traits of the building principal. The dependent variable was job satisfaction that was measured by surveys distributed as the primary instrument for gathering data within the given population. The population for the study was K-12 teachers in five school districts from the coastal region of Virginia. A positive correlation was found between teacher job satisfaction and the principal’s leadership score; r (298) = .63, p = .001. The findings support the study’s main hypothesis. In addition, in comparing the unique contribution of the school that the teacher worked at and the teachers’ perception of their principal’s leadership, leadership style had 17 times more explaining power (35.8% vs. 2.0%) forthe variation in the teachers’ job satisfaction score. Thus, the key finding of the study indicated a relationship between perceived leadership styles of principals and teacher retention and satisfaction.
 Preservice and in-service K-12 educational leaders may be able to apply the findings from the study to help improve teacher retention.

Perceived Leadership Styles, Outcomes of Leadership, and Self-Efficacy Among Nurse Leaders:: A Hospital-Based Survey to Inform Leadership Development at a US Regional Medical Center

In response to improving upon a leadership development program at a US regional medical center, coupled with the understanding that transformational leadership is linked with better outcomes, as a first step, we examined the perceived leadership styles, outcomes of leadership, and level of self-efficacy among nurse leaders, namely nurse managers, clinical supervisors, and nurse directors. Twenty-three hospital-based nurse leaders completed the surveys with a response rate of 57.5%. The majority of the leadership styles aligned with that of transformational. However, the items with the 3 lowest average frequency ratings within the transformational leadership style were in the areas of communication and showing confidence. Additionally, the perceived median self-efficacy score was low. Organizational support by way of providing continuous, sustainable professional leadership development, especially in the area of communication, and building self-efficacy is needed to ensure leader effectiveness, and improvement in staff and patient outcomes.