摘要:本文的目标是探讨性状、变革型领导的领导风格对下属的影响(I)与上司的满意度,(II)总体满意度,(III)情感承诺、(IV)对工作压力的影响,(V)鼓舞和(VI)知识刺激。
e person, the prospect of leadership coming from sources other than designated leaders in a hierarchy is still obscured (Vanderslice, 1988). Leaders do command greater attention and influence, but followers can affect and even constrain leaders' activity in more than passing ways, as has been shown in a variety of studies (Hollander, 1985). Although the early interest was in who becomes a leader, with what traits and effects, new emphases address questions about how leadership functions are performed in particular situations presenting varying demands. Not least among these are the qualities and responsiveness of followers, with their needs, expectations, and perceptions.
What is leadership?——什么是领导
Many definitions of leadership reside within the literature. For example, Benton (2005) described leadership as the art of influencing people to accomplish the mission. Tomey2. Tomey AM. Guide to Nursing Management and previous termLeadership.next term 6th ed. St. Louis, MO: Mosby; 2000. (2000) characterized a leader as one who focuses on the mission, does the right thing, and maintains an eye on the future. Another definition characterizes leadership as having a vision and possessing a plan that uses strategies for change. Leaders must be able to mobilize people and resources to accomplish their vision of change (Mc Arthur, 2006). In addition, a leader must be deft at seizing opportunities, have integrity, and be accountable. Having a sense of humor is essential for easing tension and maintaining balance (Mc Arthur, 2006). Clinical leadership in particular is characterized by direct involvement in clinical care while constantly influencing others to improve the care they provide (Cook, 1999).
Leadership styles used by nurse executives——护士管理人员使用的领导风格
Nursing leadership has the ability to control or influence most variables that positively impact retention. Research has shown that nursing leadership has a relationship with and a direct effect on the retention of hospital nurses. The transformational style has been determined to be the most effective (Acree, 2006). The challenges of the multigenerational workforce and
the need for nurses to be involved in their own governance as in shared governance are continuing to grow increasingly important. Transformational leaders have the skills to manage and lead a diverse workforce, yet others need help in developing transformational leadership skills. During the past several years, the quality of nursing leadership has been examined in the literature. One of the major problems in nursing is the lack of nurses being actively engaged in efforts to positively influence the nursing profession (Davidhizar, 1993, Trofino,2000).Nursing leaders are being challenged to respond to this trend of disengagement by empowering nurses to develop the special qualities and attitudes that will enable them to become effective change agents. If the next generation of nurses is to be actively engaged in positive transformation, organizations that employ nurses must be replete with transformational leaders (Kelly, 2002). According to the nursing literature, transformational nursing leaders possess the 8 mutually reinforcing attributes that is self-knowledge, authenticity, expertise, vision, flexibility, shared leadership, charisma, and the ability to inspire and motivate others (Swanson, 2000 & Perra, 2000).
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