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The relationship between leadership style and nurse‐to‐nurse incivility: turning the lens inward
Author(s) -
Kaiser Jennifer A.
Publication year - 2017
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 - 10.1111/jonm.12447
Subject(s) - incivility , leadership style , transformational leadership , psychology , nursing , teamwork , hostility , empowerment , social psychology , medicine , management , political science , law , economics
Aim The aim of this study was to examine the impact of leadership styles on the reported rates of lateral hostility in nurses. Background Previous explanations of horizontal incivility point to oppressed group behaviour and socialisation of nurses. Leadership and organisational culture are known to have a profound impact on workplace behaviour, yet few studies have examined the relationship between leadership style and nurse‐to‐nurse incivility. Methods A survey was used to assess the perceived levels of incivility and the leadership styles experienced by 237 participants defined as ‘staff nurses’. Results Transformational leadership style had the strongest correlation with low levels of incivility. Staff input and leader/staff teamwork also influence staff incivility. Conclusions Leadership style is not a definitive factor of incivility, but leader behaviours impact the level of incivility between staff nurses. The relationship between leaders and staff and the empowerment of staff have the strongest impact on nurse incivility. Implications for nursing management The factors found to correlate with incivility in this study are under the influence of nurse leaders. Relationships and interpersonal dynamics must be attended to. Leaders can also instil the structures known to foster nurse empowerment, which are discussed.