Perceptions Of Leadership Behavior Research Articles

Gender Bias at Workplace: A Study of the Unspoken Bias Towards Female Leaders Competencies in A Male Dominated Work Environment

The aim of the study was to explore the existence of stereotypical gender bias in relation to gender preference and the perceived leadership behaviors and competencies that female leaders would need in order to be successful in a male dominated industry using the oil and gas industry as a case study. To achieve this objective, a research questions was asked, “Does a negative perception of female leaders’ competences and stereo typical bias still persist in the male dominated environment like the oil and gas industry”.To appropriately answer this question and meet the objectives of the study, a quantitative positivism research design was adopted as the methodology. Survey questionnaire with 88 scaled questions and 1 open-ended questions was used as data collection method. 134 respondents comprising of 54 females and 80 males participated in the study. The data was analyzed using the IBM SPSS software. The role congruity theory of prejudice towards female leaders, the ‘Think manager – Think Male’ notion, the double bind concept and the competency framework were used as a theoretical concept to drive the study.Key findings from the study includes the role of factors like organizational, culture, and gender bias as an unspoken barrier for female leaders to succeed in the oil and gas industry. Other findings include a unified bias in which both male and female favorably rated a female leader they have worked with satisfactorily; the female leaders in the oil and gas industry are not disliked for being professional or assertive rather they earn the same respect as with the males from their subordinates. Evidence suggests that the leadership styles that was found to be mostly associated with female leaders in the oil and gas industry is the participative and relation-oriented style of leadership and this in human resources management is the recommended best practice and more effective approach.

Remote work demands and work-life balance: Moderating effect of perceived leadership behavior

This study investigates the relationship between remote work demands, work stress, and work-life balance among employees in the service sector, specifically those working in Information Technology companies. The COVID-19 pandemic has forced organizations to shift to a new mode of working, which has led to significant changes in work and family roles. Due to the unpredicted changes, remote work causes work stress among employees. A cross-sectional study was chosen, and data were gathered from 242 employees working in the service industry. A purposeful sampling technique is used, and data were collected using a questionnaire. Grounded with Conservation of Resources (COR) stress theory and transformational leadership theory, the result of moderated mediation analyses specifies that the negative influence of remote work demands on the work-life balance of employees is potentially increased by work stress and reversed by the influence of their leader’s behavior style, specifically transformational leadership. Through the dimensions of transformational leadership such as idealized influence, inspirational motivation, individualized consideration, intellectual simulation, the leaders help the individuals working in the team cope with stress and support them in all possible ways to achieve the goal. The outcome also signifies the moderating effect of gender on balancing work and life.

Radyoloji Teknisyenlerinde Örgütsel Sessizlik ve Liderlik Tarzı Algısı Bağlamında Örgütsel Bağlılık ve İş Doyumu

This study was designed to evaluate the organizational commitment and job satisfaction in relation to organizational silence and perceived leadership behavior among radiology technicians. A total of 269 radiology technicians were included in this study. Participants completed the questionnaire form on study instruments including Minnesota Satisfaction Questionnaire (MSQ), Organizational Commitment Questionnaire (OCQ), Instrumental Leadership Scale (ILS), and Organizational Silence Scale (OSS) to assess job satisfaction, organizational commitment, instrumental leadership and organizational silence, respectively. Organizational commitment scores were significantly higher in private vs. public sector employees (3.61(0.63) vs. 3.47(0.65), p

An Examination of the Relationship between Nurses Perceived Leadership Behaviors in their Managers and Their Attitudes to Change

Purpose –The purpose of this study is to examine the connection between manager nurse's leadership styles and employees' attitudes toward change.Design/methodology/approach –This research was conducted with structural equation model, which is one of the quantitative research methods.The study conducted with 222 nurses working in three state hospitals in two towns in the south of Turkey.Data were collected using the Leadership Behavior Questionnaire and the Attitude towards Change Scale.Statistical analyses of the data were performed using SPSS Statistics Base version 23. The correlation between the Leadership Behavior Questionnaire and Attitude to Change Scale was analyzed using Pearson (r) correlation analysis. For structural equation modeling (SEM) analysis and testing research hypotheses AMOS 21 program was used.Findings –Nurses' perceived leadership score averages were found to be highest in the "Task Oriented Leadership" sub-dimension and the lowest in the "Employee Oriented Leadership" sub-dimension. It was determined that the average score of the nurses' attitude towards change was positive.All leadership styles explained the results of change in a positive and meaningful way through the management style in change.Discussion –In the study, nurses' perception of their managers as more business-oriented leaders and lower mean score for employee and change-oriented leadership revealed the need to develop employee and change-oriented leadership skills of manager nurses.The results of the research show that the results of change will be more efficient if nurse managers create institutional policies and strategies for change.However, since nurses have resistance to change, it is important to develop knowledge, skills and attitudes for managers to cope with these resistances.

Neuroticism as an antecedent of abusive supervision and laissez‐faire leadership in emergent leaders: The role of facets and agreeableness as a moderator

AbstractAcademic interest in the relationship between leaders' personality and subordinates’ perception of destructive leadership behavior is increasing. However, results so far have been weak, contradictory, and inconsistent to theory. Here, we examine if using facets of neuroticism, rather than the broader trait, can be more informative and increases the predictive power. Next, we explore the interplay between personality dimensions by examining if the relationship between the facet angry hostility in neuroticism and destructive leadership behavior is moderated by the trait agreeableness. Four hundred and twenty emergent leaders were examined in a military selection context, combining the leaders' self‐rated neuroticism (T1) with subordinates' subsequent perception of abusive supervision and laissez‐faire leadership in a field exercise two weeks later (T2). The results indicated that using facets instead of the broad factor of neuroticism improved the prediction of examined outcomes. Only some of the facets of neuroticism were related to perceived leader behavior, with specific facets being identified for abusive supervision and laissez‐faire leadership, respectively. Further, the relationship between angry hostility and both leadership styles was moderated by agreeableness.

For the sake of safety: A time-lagged study investigating the relationships between perceived leadership behaviors and employee safety behaviors

BackgroundThe construction industry is affected by severe occupational accidents, and site managers’ leadership has been identified as critical in relation to safety. Most research in this field is cross-sectional and concerns broadly defined meta-categories of behaviors. AimsBy investigating the relationships between perceived specific leadership behaviors (i.e., planning, safety commitment, safety positive feedback, and active listening) and employee safety behaviors (i.e., compliance, participation, and voice), both cross-sectionally and across time (including exploration of reciprocal effects) this study aims to A) identify specific leadership behaviors of relevance for employee safety behaviors and B) further elucidate the time-lagged, prospective, relationship between managers’ safety-related leadership behaviors and employees’ safety behaviors. MethodConstruction site employees rated their managers’ leadership behaviors and their own safety behaviors on two occasions with a 4-month time lag (T1 and T2), using electronic questionnaires. Three cross-lagged panel models, one for each category of employee safety behaviors, were tested for cross-sectional, time-lagged and reciprocal effects. ResultsThe cross-sectional results support positive associations between all measured categories of perceived leadership behaviors and employee safety behaviors, with bivariate correlation coefficients ranging between 0.25 and 0.55. When controlling for respondents’ levels on the constructs at T1, the time-lagged data does not support prospective influence of planning, safety-specific positive feedback, or active listening leadership behaviors on employee safety behaviors, but does support prospective positive influence of safety commitment leadership behaviors on employee safety voice behaviors (ß = 0.34, p =.05). Reversed causality was found Employee safety compliance behaviors had a prospective positive influence on perceived active listening leadership behaviors (β = 0.20, p =.05) indicating that managers with employees that display high degrees of safety compliance behaviors show higher degrees of active listening behaviors 4 months later. ConclusionsThis study contributes with specific information about what kind of day-to-day leadership behaviors are associated with employee safety behaviors in the construction industry. Furthermore, the time-lagged data supports prospective influence of perceived safety commitment leadership behaviors on employee safety voice behaviors, suggesting that construction site managers should be trained and supported in consistently encouraging safe behaviors and in interrupting risk behaviors, in congruence with the safety information provided. Reversed causality was found, implying the existence of reciprocity in the leader-employee relationship.

Shaping the culture of your organization by the human capital: employees' competencies and leaders' perceived behavior

PurposeOrganizational culture (OC) is not only a key factor in the development of organizational performance but also an important source of employee orientation toward a better understanding of organizational goals. This study aims to analyze the influence of two individual factors on OC: (1) the competencies of employees and (2) perceived leadership behavior. The study also focuses on how the relationship between individual factors and OC differs between public and private organizations.Design/methodology/approachIn this study, data were collected through a survey, and a structural equation modeling approach, partial least squares structural equation modeling, was used to highlight the proposed direct, mediated and moderated relationships. The sample comprises 1,284 respondents, representing both public and private sector organizations.FindingsBased on the results, the employees' competencies positively and significantly influence the hierarchical and market orientation of OC. Additionally, the perceived leadership behavior positively and significantly influences the adoption of all four types of cultural characteristics (i.e. clan, adhocracy, market and hierarchy).Practical implicationsThe results are of great benefit to organizations who may become more aware that employees' skills and how employees perceive leadership behavior can significantly influence OC.Originality/valueThese findings make an important contribution to understanding how the characteristics of each type of OC can be influenced by certain behaviors, skills and perceptions and how those relationships may be shaped by the organization's ownership.

Leadership through the subordinates' eye: perceptions of leader behaviors in relation to age and gender

PurposeThe study represents a theory-based leadership approach in exploring the subordinate's perceptions of leadership behaviors in relation to age, gender and type of work environment. The aim was (1) to compare subordinates' ratings of their respective leaders' leadership behaviors based on of the leaders' age and gender, controlling for type of work environment and (2) to analyze the relationship between the subordinates' ratings of their leaders' leadership behaviors and their ratings of the outcome of these leadership behaviors.Design/methodology/approachData were collected using the Developmental Leadership Questionnaire (DLQ) from a sample of Swedish leadership course participants (n = 10,869) and their respective subordinates (n = 97,943). The DLQ measures leadership behaviors designed to reflect the following leadership styles: developmental leadership, conventional-positive leadership, conventional-negative leadership and destructive leadership.FindingsResults showed that older leaders (51 years or older) were rated less favorably than younger (29 years or younger) and mid-aged leaders. Female leaders received more positive ratings than male leaders. A 3-way analysis-of-variance showed strong main effects for age, gender, and type of work environment and no significant interaction effects. A significant model with high equivalents of R2 coefficients (Cox and Snell, 1989; Nagelkerke, 1991) was obtained in a logistic regression analysis. Developmental leadership and conventional-positive leadership made significant positive contributions to the subordinates' ratings of the outcome of their leaders' leadership behaviors. Destructive leadership behaviors contributed negatively to the outcome ratings.Research limitations/implicationsWeaknesses include the cross-sectional study design. The large sample size is a strength, and the results have novel implications for leadership theory related to subordinates' view on leadership.Practical implicationsCounter-stereotype age and gender findings may have implications for organizational decisions and processes regarding selection of managers. Development programs are suggested for all categories but for older, male leaders with a focus on reducing their use of leadership behaviors perceived negatively by their subordinates, whereas younger female leaders should be encouraged to continue to develop their positive leadership behaviors.Originality/valueThe theory-based approach on subordinates' perceptions of leadership behaviors with a simultaneous focus on age, gender and type of work environment, based on a large-scale data set, is new.

Perceived Changes in Leadership Behavior during Formal Leadership Education

The aim of this study is to research how leaders’ subordinates, peers, and superiors perceive changes in leadership behavior (measured as task, relation, and change orientations) when leaders in their organization participate in formal leadership education. This question is addressed in a longitudinal 3-year study. This article uses data from a panel of respondents ( n = 860–897) from four Danish municipalities. Descriptive statistics and leader fixed effects indicate that formal leadership education has a substantial short-term perceived impact on leadership behavior. The most robust finding in the study are the statistically significant correlations between the perception of leadership behavior and the perceiver’s hierarchical position. The study shows significant differences between subordinates, peers, and superiors in their perceptions of the development of leadership behavior over time. Subordinates rate change in leadership behavior as significantly lower than do peers and superiors.

Young athletes of leadership and effective communication perceptions the case of Turkish Football Federation 3rd league

Leadership behaviors of team captains in sports and the evaluation of effective communication levels in terms of demographic variables is the aim for study. The sample of the study consists of 106 football players who play football actively in the 3rd League of the Turkish Football Federation (TFF). Kolmogorov-Smirnov test, Mann Whitney U test, Kruskal Wallis H test and Spearman correlation analyzes has been used for evaluating. The results show that there was a positive linear relationship between the perceived leadership behaviors of the athletes and their perceptions of effective communication. The significant difference between the education level variable, and the democratic behavior and autocratic behavior, which are the sub-dimensions of the perceptions of leadership in sports. The significant difference between the variable of position and the sub-dimensions of leadership in sports, social support and rewarding behavior. There is also a significant difference between the year playing football and democratic behavior, social support and rewarding behavior. No significant difference was found between perceptions of effective communication and demographic variables. Five predictor variables from the sub-dimensions of leadership in sports significantly explain approximately 30% of the total variance in effective communication scores. As a result, it can be concluded that the socially supported, rewarding, educational and instructive behaviors of team captains increase their effective communication skills with their athletes.

Leader Attributes, Behavior, and Leadership Outcomes: From Implicit Leadership Theory and Self-Comp

This research aims to enrich the understanding of implicit leadership theories (ILT) by investigating how leaders may incorporate multiple sets of attributes in their leadership self-schemas and how these attributes may affect leadership effectiveness. In contrast to the traditional ILT research that only focuses on leader-specific attributes, we propose and differentiate leader-specific (i.e., attributes that specifically describe a typical leader in the organization), follower-specific (i.e., attributes that specifically describe a typical follower), and common attributes (i.e., attributes that are viewed to be possessed by both leaders and followers). Drawing upon implicit theories and self-complexity perspectives, we hypothesize that follower-specific traits could contribute uniquely in predicting follower perceived leader behaviors (i.e., Initiating Structure and Consideration) and in turn leadership effectiveness variables. Three empirical studies were conducted to examine these ideas. Results from the first two survey studies (Study 1, 2; N1 = 211, N2 = 205) identified these three sets of attributes. Further, a three-wave field study with 200 leader-follower dyadic responses (Study 3; N3 = 200) was conducted to examine the predicting effects of attributes. Results demonstrated that leader’s follower-specific attributes are positively related to follower perceived leader considerate behavior, which further increases follower job satisfaction, affective commitment towards the leader, and organizational citizenship behaviors above and beyond another two sets of attributes. Moreover, leader-specific attributes are positively associated with leader structural behavior when another two groups of attributes were controlled. These findings have important implications for the implicit works and management practices.

Leaders as motivators and meaning makers: How perceived leader behaviors and leader safety commitment attributions shape employees’ safety behaviors

Theory and research identify leadership behaviors as critical for safety outcomes at work. To gain further understanding of the nature of leadership’s link with employee safety behaviors, we examine the joint role of generic perceived leadership behaviors (i.e., leader support and inspirational communication) and employee attributions of their leaders’ safety commitment (i.e., affective, normative and calculative safety commitment) in shaping employee safety behavior (i.e. participation and compliance). A sample of workers from the resources industry (N = 1503) responded to survey questions online. Results indicated that employees’ affective leader safety commitment attributions were positively linked to both types of employees’ safety behaviors, while employees’ calculative leader safety commitment attributions were associated only with lower levels of employee compliance. Employees’ normative leader safety commitment attributions were not linked to self-reported employee safety behavior. Moderation analysis indicated that the motivating effects of perceived inspirational leader communication and perceived leader support on safety participation were affected by high levels of normative and affective safety commitment attributions, but not calculative safety commitment. The results illustrate the distinct functions of perceived leadership behaviors and different attributions of leaders’ safety commitment in motivating safety behavior in employees. They suggest reflection about safety commitment and its projections to employees to have add-on value in safety leadership training and development.

Implementation of Evidence-Based Practices to Reduce Youth HIV Transmission and Improve Self-Management: A Survey of Key Stakeholder Perspectives.

Understanding the implementation process is critical to disseminating effective interventions that reduce HIV risk and improve self-management in youth populations. As part of a multi-center implementation study, providers (N = 128) from 13 HIV prevention and care sites were surveyed to capture their perspectives on evidence-based practices (EBPs) and their discharge. We employ a descriptive analysis of their perspectives before implementation as defined by the Exploration, Preparation, Implementation, and Sustainment (EPIS) model, with comparisons between organizational role and study site. Factors of interest included the following: attitudes toward EBPs, perceptions of organizational climate, perceptions of leadership behavior, implementation climate, and provider views on organizational support. These factors were assessed using scales with 5-point Likert response options. Attitudinal domains such as Appeal (α = 3.24), Fit (α = 3.31), and Requirements (α = 3.20), were positive. Similarly, providers on average perceived organizational support efforts meant to facilitate EBP implementation (α = 2.74). Our findings point to provider attitudes, perceptions of work climate, general organizational support, and leadership as impacting adoption and sustainment of EBPs. Secondary analysis indicates that some perceptions and attitudes differ by site and by professional role in some assessment domains. Our study highlights factors such as provider attitudes and perspectives on the organizational and implementation climates and on leadership behaviors as impacting EPB implementation.

Leader-Employee Gap in Verbal Transactional Leadership and Distributed Leadership: Evidence From a Randomized Field Experiment

Leadership behavior only contributes to goal attainment in public organizations if the employees perceive the behavior. Given that studies on self-other agreement show large gaps in perceived leadership between leaders and employees, it is highly relevant to ask how HRM-programs such as leadership training can reduce these gaps. Based on a large randomized field experiment including 130 leaders and their 4,800 employees in the Danish municipality of Aarhus, this article compares how different types of leadership training affect gaps in perceived leadership. Results from pre- and post-intervention surveys show a decreased gap in leader-employee perceptions of verbal transactional leadership, while the gap in perceived distributed leadership did not change. This suggests that leadership training can make leaders’ and employees’ perceived leadership behaviors more aligned, but less so for employee-centered leadership approaches such as distributed leadership.

Perceived Leadership Behaviors among Multigenerational Managers

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

Using the Planned Behavior Theory to Understand Backpackers 'Intentions to Take Low-cost Airlines

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Planned behavior theory , Low-cost airlines, Self-help travel

High Involvement Work System and Performance of Indonesian Banking Sector

This research aims to analyze the effect of High Involvement Work System (HIWS) and technologies adaption on the performance in Indonesian banking sector and also determine whether the perceived leadership behavior successfully moderating the effect of HIWS and technologies adaption on the banking sector performance in Indonesia. The data of 96 respondents were conducted by questionnaire that measured using the 1 (totally dissagree) to 5 (totally agree) Likert score and analyzed using the associative method using PLS software. The result indicates that the application of HIWS in the banking sector has a positive but not significant effect on the performance. While the test results state that technologies adoption significantly influences positive performance in the banking sector. For moderation variables in the form of perceived leadership behavior weaken the influence of HIWS on performance, otherwise, it strengthen the influence of technology adoption on the performance of Indonesian banking sector.

무용전공 대학생의 성취목표성향에 따른 지각된 지도행동과 내적동기의 관계

This study aimed to investigate a relationship between perceived leadership behavior of leader and intrinsic motivation by goal orientation of college students majoring in dance. Based on assumption that the two achievement goal orientations without separating within an individual could be exist, a cluster analysis was administrated to identify the pattern of goal orientation. The survey questionnaires were distributed to 397 dance major students in 4 universities located in Seoul, and then the total of 386 responses collected were analyzed. The significant findings show as follows. First, if both levels of task orientation and ego orientation are high(HiT-HiE), the significance of leadership behaviors is high, and in particular the positively rewarded behavior reduce competence of the intrinsic motivation. On the other hand, if both levels of task orientation and ego orientation are low(LoT-LoE), the significance of leadership behaviors is low, which leads to demand that goal orientation itself should be enhanced. Second, if level of ego orientation is high(LoT-HiE), contrary to the negative findings suggested ego orientation(LoT-HiE) had the positive influence as well as higher correlation than task orientation (HiT-LoE). Third, authoritarian behavior among leadership behaviors had no significant effects on all four types of intrinsic motivation. Consequently, the present study demonstrated that the goal orientation of college students majoring in dance proved a critical factor on relationship between perceived leadership behavior of leader and intrinsic motivation.

Minorities in Higher Education in the United States: Their Status and Disparities in Student and Faculty Representation in a Midwest Research I University

This paper investigated diversity disparity in high education relating to faculty and the student body. The research identified the perceived leadership behaviors, policies, and procedures determined by minority faculty and students contributing to minority populations disparities within the University. The conclusions suggested higher education leaders should embrace and encourage differences and implement strategies that will adequately support inclusive policies within the higher education system to increase the organizational value of diversity through equitable populations.

Unit Leadership and Climates for Evidence-Based Practice Implementation in Acute Care: A Cross-Sectional Descriptive Study.

The purposes of this study were to (a) describe nurse manager (NM) leadership behaviors for evidence-based practice, NM evidence-based practice competencies, and unit climates for evidence-based practice implementation in acute care, and (b) test for differences in NMs' and staff nurses' (RNs') perceptions. A multisite cross-sectional design was used to collect data from a sample of 24 NMs and 553 RNs from 24 adult medical-surgical units in seven U.S. community hospitals. Responses were collected using electronic questionnaires, inclusive of the Nurse Manager Evidence-Based Practice Competency Scale (NM only), Implementation Leadership Scale, and Implementation Climate Scale. E-mail reminders and gift card lottery drawings encouraged response. Descriptive statistics described total and subscale scores by role. Differences in perceptions were evaluated using independent t-tests with Bonferroni correction (α = .05). 23 NMs and 287 RNs responded (95.8% and 51.9% response rates, respectively). NMs reported they were "somewhat competent" in evidence-based practice (M = 1.62 [SD = 0.5]; 0-3 scale). NMs and RNs perceived leadership behaviors (NM: M = 2.73 [SD = 0.46]; RN: M = 2.88 [SD = 0.78]; 0-4 scale) and unit climates for evidence-based practice implementation (NM: M = 2.16 [SD = 0.67]; RN: M = 2.24 [SD = 0.74]; 0-4 scale) as evident to a "moderate extent." RN and NM perceptions differed significantly on the Proactive (p = .01) and Knowledgeable (p < .001) leadership subscales. Evidence-based practice competencies and leadership behaviors of NMs, and unit climates for evidence-based practice were modest at best and interventions are needed. To close the research to practice gap, future studies should investigate the interplay between social dynamic context factors and implementation strategies to promote uptake of evidence-based practices. Critical attention is needed to build organizational capacity for evidence-based practices through development of unit leadership and climate for evidence-based practice to accelerate routine use of evidence-based practices for improving care delivery and patient outcomes. The three instruments described herein provide a foundation for nurse leaders to assess these dynamic context factors and design interventions or programs where there is opportunity for improvement.