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Leadership styles among nurse managers in changing organizations
Author(s) -
Lindholm M.,
Sivberg B.,
Udén G.
Publication year - 2000
Publication title -
journal of nursing management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.925
H-Index - 76
eISSN - 1365-2834
pISSN - 0966-0429
DOI - 10.1046/j.1365-2834.2000.00198.x
Subject(s) - transformational leadership , transactional leadership , leadership style , nursing management , organizational culture , psychology , nurse administrator , situational leadership theory , nursing , shared leadership , health care , public relations , medicine , social psychology , medline , political science , law
Aim The intention in this study was to explore the meaning, exposition and application of nurse managers' leadership styles within the organizational culture of a changing healthcare system. Background Nurse managers are expected to act, under the pressure of a changed and restructured healthcare system, as skilled and competent future managers of people, operations, budgets and information. Knowledge concerning nurse managers' thoughts and ideas is important if their leadership development is to be supported and their management strengthened. Method Open‐ended, tape‐recorded interviews were conducted with 15 nurse managers from three Swedish hospitals. The analysis was inductive, and made use of two deductive perspectives. Findings Four leadership styles were identified: the formation of hierarchical authority; the formation of hierarchical adjustment; the formation of a career approach; and the formation of a devotional approach. Conclusion Nurse managers who had a clear leadership style related mainly to a transformational or transactional leadership model, experienced fewer management problems than nurse managers with a composite leadership style. There was a connection between nurse managers' attitudes to the existing organizational culture and the leadership model adopted, the strategy towards the top level and their management idea.