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Statistical testing of the full‐range leadership theory in nursing
Author(s) -
Kanste Outi,
Kääriäinen Maria,
Kyngäs Helvi
Publication year - 2009
Publication title -
scandinavian journal of caring sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.678
H-Index - 66
eISSN - 1471-6712
pISSN - 0283-9318
DOI - 10.1111/j.1471-6712.2008.00663.x
Subject(s) - transformational leadership , psychology , variance (accounting) , nursing , perception , structural equation modeling , test (biology) , nursing management , social psychology , health care , medicine , political science , mathematics , business , statistics , paleontology , accounting , neuroscience , law , biology
The aim of this study is to test statistically the structure of the full‐range leadership theory in nursing. The data were gathered by postal questionnaires from nurses and nurse leaders working in healthcare organizations in Finland. A follow‐up study was performed 1 year later. The sample consisted of 601 nurses and nurse leaders, and the follow‐up study had 78 respondents. Theory was tested through structural equation modelling, standard regression analysis and two‐way anova . Rewarding transformational leadership seems to promote and passive laissez‐faire leadership to reduce willingness to exert extra effort, perceptions of leader effectiveness and satisfaction with the leader. Active management‐by‐exception seems to reduce willingness to exert extra effort and perception of leader effectiveness. Rewarding transformational leadership remained as a strong explanatory factor of all outcome variables measured 1 year later. The data supported the main structure of the full‐range leadership theory, lending support to the universal nature of the theory.