The importance of transformational leadership style for the well-being of employees working with older people

Title.  The importance of transformational leadership style for the well-being of employees working with older people.
Aim.  This paper is a report of a study to explore the relationships between transformational leadership, followers' perceived working conditions and employee well-being and job satisfaction.
Background.  There is some evidence that transformational leadership style is linked to employee job satisfaction and well-being. However, it is not clear whether this is due to (i) a direct relationship between leadership and job satisfaction and well-being outcomes or (ii) whether followers' perceived working conditions mediate this relationship.
Methods.  A cross-sectional design was applied to data from a questionnaire study of 447 staff caring for older people in Denmark. Data were collected in 2005. A theory-driven model of the relationships between leadership, working conditions, job satisfaction and well-being was tested using structural equation modelling.
Results.  The transformational leadership style was closely associated with followers' working conditions, namely involvement, influence and meaningfulness. Involvement was associated with job satisfaction and meaningfulness was associated with well-being. However, working conditions were closely correlated with each other, and thus the mediating mechanisms may operate through several different working conditions. A direct path between leadership behaviour and employee well-being was also found.
Conclusion.  Considering working conditions in the absence of studying leadership behaviour (or vice versa) may reveal an incomplete picture of the impact of work and work relationships on well-being. Work re-design interventions focused on influence may benefit from the consideration of training managers to exert transformational leadership behaviours.     

From caring to managing and beyond: an examination of the head nurse's role

AIM: The aim of this study was to depict the essence of what head nurses do, and how they perform their managerial role. METHODS: To achieve this, the work behaviour of 48 head nurses was examined by a semi-structured observation technique for 6 hours each. RESULTS: Results demonstrated that head nurses spent a large proportion of their time in clinical practice, followed by co-ordinating care, operating the unit's functions, and leading staff. Personnel management and quality improvement occupied only a marginal share of head nurses' time. CONCLUSIONS: These results implied that head nurses exhibited a management style orientated to maintenance rather than to re-creation, focusing more on the 'doing' and the 'here and now' aspects of the job than on leading, planning, and proactive problem solving.     

Bowling Together: Promoting the Identity,Brand, and Value of the Society of Clinical Psychology

The declining trends in membership within the American Psychological Association (APA) and APA divisions reviewed by Robiner, Fossum, and Hong (2015) are startling and provide a wake‐up call to professional psychology. In this commentary, Karlin (the President‐Elect of APA Division 12, the Society of Clinical Psychology [SCP]) identifies important issues associated with membership needs and declines within SCP and critical areas of focus for ensuring its future success. In identifying current needs and providing a vision for the future of SCP, Karlin stresses the importance of and future plans for promoting the identity, brand, and value of SCP.     

The new clinical leader

The complexity and cost of health care, along with a greater need for accountability calls for a new style of clinical leadership. The new clinical leader will lead reform by putting the needs of the patient first and foremost, looking at current and planned services from the patient's point of view as well as the clinician's. Excellent clinical skills will remain essential but will be supplemented by a focus on team work and mentoring, patient safety, clear communication and reduction in waste and inefficiency, leading to better financial outcomes. The new clinical leaders will understand the importance of consulting widely and engaging colleagues in creating change to improve patient care. They will develop trusting and mutually respectful relationships with health service management and be able to negotiate the delicate balance between clinical judgement, resource constraints and personal loyalties by keeping the best outcome for the patient at the forefront of their thinking.     

新任护士长领导力提升的体验式管理培训

目的探讨体验式管理培训对提升新任护士长领导力的效果。方法选取新任护理单元护士长36名,围绕体验、分享、交流、整合、应用5个方面进行体验式管理培训,采用柯式评估模型,从反应、学习、行为、结果4个方面进行效果评价。结果访谈发现体验式管理培训能提升新任护士长领导力,提高其个人素质,使其尽快适应管理者角色。培训后护士长理论知识、操作技能考核成绩显著优于培训前;护士长领导力得分显著高于培训前(均P0.01)。结论体验式管理培训可有效提升新任护士长个人素质及领导力,提高培训参与度与积极性,有助于护理团队的良好建设。     

Leading together towards a stronger ‘us’: An experimental test of the effectiveness of the 5R Shared Leadership Program (5RS) in basketball teams

ObjectivesLeadership has been suggested to be a key factor in gaining a competitive advantage as a team, with shared leadership being a better predictor of team functioning than vertical leadership. Although the benefits of shared leadership are well-documented, evidence about how to implement a shared leadership structure remains sparse. This leaves coaches with three key challenges: (1) identifying the best leaders; (2) defining what roles those leaders should fulfill; and (3) developing their leadership skills. Solutions to these challenges have been proposed in the 5R Shared Leadership Program (5R^S) — a leadership development program that seeks to implement an effective structure of shared leadership within sports teams.DesignTo test the effectiveness of 5R^S program, we conducted an experimental-comparison group intervention in which eight national-level basketball teams (N = 96) completed a questionnaire at two points in time (i.e., pre- and posttest). The teams in the intervention condition completed the 5R^S program, in which we identified the leadership structure in their teams (through Shared Leadership Mapping), appointed the best leaders in their leadership role, and then developed their identity leadership skills.ResultsThe results revealed that the 5R^S program was successful in strengthening athlete leaders’ identity leadership skills, and as a result also team members’ identification with their team. Furthermore, in contrast to athletes in the comparison condition, athletes in the 5R^S condition were able to maintain their levels of intrinsic motivation and commitment to team goals, while also reporting improved well-being.ConclusionsThe present study provides encouraging evidence that, by implementing a structure of shared leadership and by promoting athlete leaders’ identity leadership skills, the 5R^S program is able to improve the team’s functioning and the well-being of its members.     

临床护士情绪智力对护士领导力的影响

目的 探讨临床护士情绪智力对护士领导力的影响,为提高护士领导力提供参考。方法 在郑州市5所医院便利抽取925名 临床护士,采用一般资料调查表、护士领导力问卷、情绪智力量表对其进行调查分析。结果 临床护士领导力总均分为4.04± 0.56,解决问题能力得分最高,其次是护理专业能力,得分最低的是评判性思维能力和自护能力;情绪智力得分为55.54±10.33, 情绪智力总分及4个维度均与护士领导力及7个维度呈正相关(均P<0.01)。多元回归分析结果显示,情绪的运用和情绪的调 节为护士领导力的主要影响因素(均P<0.01)。结论 临床护士领导力及情绪智力处于中等偏上水平,两者呈正相关关系,情绪 的运用和情绪的调节是护士领导力的主要影响因素,护理管理者应予以重视并进行针对性干预,以提升临床护士情绪智力,进而 提升护士领导力。     

基于适应性领导理论的自我管理干预对妊娠糖尿病患者的影响

目的探讨基于适应性领导理论的自我管理干预方案在门诊妊娠糖尿病患者中的应用效果。方法将89例门诊妊娠期糖尿病患者按入院顺序分为观察组44例和对照组45例。对照组给予常规门诊随访管理,观察组在此基础上实施基于适应性领导理论的自我管理干预方案,结合线上、线下干预引导患者及家属应对疾病管理中的技术性挑战和适应性挑战。结果干预后,观察组妊娠糖尿病自我管理能力总分及各维度得分显著高于对照组(均P0.01),妊娠相关焦虑总分及各维度得分显著低于对照组(均P0.01);观察组血糖及体质量增长达标情况显著优于对照组(均P0.05),但两组母婴妊娠结局差异无统计学意义(均P0.05)。结论应用基于适应性领导理论的干预方案有利于提高门诊妊娠糖尿病患者的自我管理能力,改善患者妊娠相关焦虑,促进患者血糖控制及体质量管理。