The Relationship Between Charge Nurses and Clinical Nurses' Perceptions of Patient Safety Culture and Leadership Practices

The Impact of Transformational Leadership in the Nursing Work Environment and Patients' Outcomes: A Systematic Review

BACKGROUND

With the increasingly demanding healthcare environment, patient safety issues are only becoming more complex. This urges nursing leaders to adapt and master effective leadership; particularly, transformational leadership (TFL) is shown to scientifically be the most successfully recognized leadership style in healthcare, focusing on relationship building while putting followers in power and emphasizing values and vision.

AIM

To examine how transformational leadership affects nurses' job environment and nursing care provided to the patients and patients' outcomes.

DESIGN

A systematic literature review was conducted. From 71 reviewed, 23 studies were included (studies included questionnaire surveys and one interview, extracting barriers and facilitators, and analyzing using qualitative synthesis).

RESULT

TFL indirectly and directly positively affects nurses' work environment through mediators, including structural empowerment, organizational commitment, and job satisfaction. Nurses perceived that managers' TFL behavior did not attain excellence in any of the included organizations, highlighting the necessity for additional leadership training to enhance the patient safety culture related to the non-reporting of errors and to mitigate the blame culture within the nursing environment.

CONCLUSION

Bringing more focus to leadership education in nursing can make future nursing leaders more effective, which will cultivate efficient teamwork, a quality nursing work environment, and, ultimately, safe and efficient patient outcomes. This study was not registered.

Transformational leadership practices of nurse managers: the effects on the organizational commitment and job satisfaction of staff nurses

PURPOSE

This study aims to investigate the perception of nurse managers and staff nurses regarding the transformational leadership (TL) style of nurse managers and determine the effects of the TL practices on organizational commitment and job satisfaction of staff nurses.

DESIGN/METHODOLOGY/APPROACH

This cross-sectional and descriptive study was conducted with 153 nurses (17 nurse managers and 136 staff nurses) working in a university hospital. Data were collected from participants through a demographic questionnaire, leadership practices inventory (self/observer), organizational commitment scale and job satisfaction scale.

FINDINGS

The self-assessment of the TL practices of the nurse managers were more favourable than the assessment of the leadership practices made by staff nurses. The TL practices of the nurse managers accounted for 9% of the total organizational commitment and 24% of the total job satisfaction of the staff nurses.

ORIGINALITY/VALUE

The results indicated that leadership practices by nurse managers need to show greater awareness of the effects of these leadership practices on the organizational commitment and job satisfaction of their staff nurses. Hospitals need to consider how they develop, support and encourage because of the positive impact TL has on health priorities and retention of staff.