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DC Field | Value | Language |
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dc.contributor.author | Sammut, Roberta | - |
dc.contributor.author | Scicluna, Amanda | - |
dc.date.accessioned | 2021-01-27T15:11:11Z | - |
dc.date.available | 2021-01-27T15:11:11Z | - |
dc.date.issued | 2020 | - |
dc.identifier.citation | Sammut, R., & Scicluna, A. (2020). Nurses’ and nurse managers’ perceived transformational leadership behavioural practices: a survey. Leadership in Health Services, 33(4), 385-396. | en_GB |
dc.identifier.uri | https://www.um.edu.mt/library/oar/handle/123456789/67976 | - |
dc.description.abstract | Purpose – The purpose of this paper is to compare the perceived transformational leadership practices of charge and staff nurses. Transformational leadership is effective in promoting change in organisations, with the leader guiding followers towards a common vision. Design/methodology/approach – A quantitative, descriptive, comparative survey design was used. All charge nurses (N = 151) and staff nurses (N = 1,950) in six health entities in Malta were included. A mixed mode survey design was used. Data were collected using the Leadership Practices Inventory and analysed using ANOVA and the Kruskal–Wallis test. Findings – An overall response rate of 15% (n = 315) was achieved. Both staff and charge nurses perceived transformational leadership to be practiced. Charge nurses scored consistently higher than staff nurses. In long-term care environments, charge nurses are more likely to “model the way”, while in acute settings, they weremore likely to “enable others to act”. Research limitations/implications – Transformational leadership appears to be applied by charge nurses in Malta. The response rate achieved was low and may limit the generalisability of the results of the study. Practical implications – Nurse managers need to adapt their transformational leadership style based on the context in which they work. Originality/value – Regular feedback from nursing staff should be sought for charge nurses to be aware of the extent to which they are implementing transformational leadership. | en_GB |
dc.language.iso | en | en_GB |
dc.publisher | Emerald Publishing Limited | en_GB |
dc.rights | info:eu-repo/semantics/restrictedAccess | en_GB |
dc.subject | Leadership | en_GB |
dc.subject | Transformational leadership | en_GB |
dc.subject | Nursing | en_GB |
dc.subject | Nurses -- Job satisfaction | en_GB |
dc.subject | Nurses -- Job stress | en_GB |
dc.title | Nurses' and nurse manager's perceived transformational leadership behavioural practices : a survey | en_GB |
dc.type | article | en_GB |
dc.rights.holder | The copyright of this work belongs to the author(s)/publisher. The rights of this work are as defined by the appropriate Copyright Legislation or as modified by any successive legislation. Users may access this work and can make use of the information contained in accordance with the Copyright Legislation provided that the author must be properly acknowledged. Further distribution or reproduction in any format is prohibited without the prior permission of the copyright holder. | en_GB |
dc.description.reviewed | peer-reviewed | en_GB |
dc.identifier.doi | 10.1108/LHS-01-2020-0002 | - |
dc.publication.title | Leadership in Health Services | en_GB |
Appears in Collections: | Scholarly Works - FacHScNur |
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File | Description | Size | Format | |
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Sammut and Scicluna 2020.pdf Restricted Access | 442.2 kB | Adobe PDF | View/Open Request a copy |
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