Leadership in Nursing Peer Reviewed Journal

Pages: 4 (1265 words)  ·  Bibliography Sources: 2  ·  File: .docx  ·  Level: Master's  ·  Topic: Leadership

The study examined the two different views of leadership and how the are effective in motivating employee behaviors. In the research, 4,670 coworkers rated their 421 senior managers based on the two concepts of leadership. Each manager was rated by a small number of employees, with an average of around 11 each. According to the research, "ratings were collected with the Leadership Versatility Index version 3.0 (LVI) multirater assessment instrument" (Kaiser, McGinnis, & Overfield, 201 p 125). There was a scale which included 12 dimensions of behavior. In these twelve, there were behaviors meant to enable and enforce, representing the two types of leadership strategies. This would then enable the researchers to understand what characteristics were valued highest. Regression analysis was then used to statistically analyze the results. The research clearly found that elements of both styles of leadership were rated as crucial within a business context. Thus, Kaiser, McGinnis, and Overfield, (2012) state that "the interpersonal how and the organizational what represent important and complementary components of effective leadership" and that "variables representing both the how and the what were weighted heavily in evaluations of overall effectiveness" (Kaiser, McGinnis, & Overfield, 2012, p 130). Essentially, from a real-world perspective, a true effective leader needs elements of both in order to find success in their leadership practices.Download full Download Microsoft Word File
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Peer Reviewed Journal on Leadership in Nursing: "The How Assignment

The core concepts of the article can be used in modern healthcare practice as well. A 2006 study conducted by Chen and Baron (2006) shows how leadership was evaluated by Taiwanese nurses. It was clear that nurses in a leadership position were utilizing elements mainly from a transformational leadership perspective, and tending to neglect elements that worked with different strategies. This means that nursing leaders were favoring the psychological and interpersonal perspective of leadership, while often neglecting to use elements of the more business oriented perspective. What resulted was only moderate satisfaction being reported by Taiwanese nurses. This clearly shows that elements of the organizational function style of leadership is still needed within a healthcare setting, as the nurses examined felt that the leadership was not as strong as it could be by using elements from only one of the two strategies.

Good leaders are crucial within nursing and healthcare staff. Yet, healthcare facilities also have the stress of the leadership divide that can create problems in training leaders to properly execute strategies for greater efficiency and productivity. Essentially, "there is nothing inherently antagonistic about these two perspectives" and as such nurses in advanced practices and education can utilize concepts from both perspectives in order to lead most effectively within a modern healthcare setting (Kaiser, McGinnis, & Overfield, 2012, p 125). As such, leaders within the nursing field, both in clinical practice and in educational fields, need to embody both the interpersonal elements and the organizational drive seen in combining both perspectives of leadership for a more streamlined approach to meeting healthcare needs within a contemporary healthcare system. Still, it is clear that within a healthcare field, the results may not be as predicted in the article. Within different nursing genres, there may be a need to highlight different element of the two strategies over others. For example, there may be variations between favoring one strategy in certain clinical practices compared to the need to clearly use both in nursing education leadership.


Chen, Hsiu-Chin & Baron, Mark. (2006). Nursing directors' leadership styles and faculty members' job satisfaction in Taiwan. Journal of Nursing Education, 45(10), 404-411.

Kaiser, Robert B., McGinnis, Jennifer L., & Overfield, Darren V. (2012). The how and the what of leadership. Consulting Psychology Journal: Practice and Research, 64(2), 119-135.


Domjan, Michael & Grau, James W. (2009). The Principles of Learning and Behavior. Cengage Learning.

Gazzaniga, Michael, Heatherton,… [END OF PREVIEW] . . . READ MORE

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