Premium
Leadership Styles and Nursing Faculty Job Satisfaction in Taiwan
Author(s) -
Chen HsiuChin,
Beck Susan L.,
Amos Linda K.
Publication year - 2005
Publication title -
journal of nursing scholarship
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.009
H-Index - 80
eISSN - 1547-5069
pISSN - 1527-6546
DOI - 10.1111/j.1547-5069.2005.00064.x
Subject(s) - transformational leadership , transactional leadership , job satisfaction , leadership style , nursing , psychology , nurse administrator , perception , medicine , medline , social psychology , political science , neuroscience , law
Purpose : To examine nursing faculty job satisfaction and their perceptions of nursing deans' and directors' leadership styles, and to explore how the perceptions of leadership styles relate to faculty job satisfaction in Taiwan.Methods : Descriptive, correlational, and cross‐sectional study with self‐administered questionnaires. The sample was recruited from 18 nursing programs, and 286 questionnaires were returned.Results : Faculty perceived that Taiwan's nursing deans and directors showed more transformational than transactional leadership. Taiwan's nursing faculty were moderately satisfied in their jobs, and they were more satisfied with deans or directors who practiced the transactional leadership style of contingent reward and the transformational style of individualized consideration. A style with negative effect was passive management by exception.Conclusions : Three types of leadership behaviors explained significant variance (21.2%) in faculty job satisfaction in Taiwan, indicating the need for further attention to training and development for effective leadership behaviors.