Transformational and abusive leadership practices: impacts on novice nurses, quality of care and intention to leave.
Identifieur interne : 000F51 ( Main/Corpus ); précédent : 000F50; suivant : 000F52Transformational and abusive leadership practices: impacts on novice nurses, quality of care and intention to leave.
Auteurs : Mélanie Lavoie-Tremblay ; Claude Fernet ; Geneviève L. Lavigne ; Stéphanie AustinSource :
- Journal of advanced nursing [ 1365-2648 ] ; 2016.
English descriptors
- KwdEn :
- Adult (MeSH), Aged (MeSH), Aged, 80 and over (MeSH), Attitude of Health Personnel (MeSH), Cross-Sectional Studies (MeSH), Female (MeSH), Humans (MeSH), Job Satisfaction (MeSH), Leadership (MeSH), Male (MeSH), Middle Aged (MeSH), Nurse Administrators (psychology), Nursing Staff, Hospital (psychology), Personnel Turnover (MeSH), Quality of Health Care (MeSH), Quebec (MeSH), Surveys and Questionnaires (MeSH), Workplace Violence (psychology).
- MESH :
- psychology : Nurse Administrators, Nursing Staff, Hospital, Workplace Violence.
- Adult, Aged, Aged, 80 and over, Attitude of Health Personnel, Cross-Sectional Studies, Female, Humans, Job Satisfaction, Leadership, Male, Middle Aged, Personnel Turnover, Quality of Health Care, Quebec, Surveys and Questionnaires.
Abstract
AIMS
To investigate the impact of nurse managers exercising transformational vs. abusive leadership practices with novice nurses.
BACKGROUND
In a nursing shortage context, it is important to understand better the factors that potentially influence the retention of nurses in the early stages of their career. A large body of research has found that transformational leadership practices have a positive influence on employee functioning. However, very little research exists about the detrimental impact of abusive leadership practices, much less in a nursing context.
DESIGN
A cross-sectional design where 541 nurses from the province of Quebec (Canada) were questioned in the fall of 2013.
METHODS
A self-administered questionnaire was completed by nurses with less than five years of nursing experience.
RESULTS
Results from three linear regression analysis indicated that transformational leadership practices potentially lead to high quality care and weak intention to quit the healthcare facilities. Conversely, abusive leadership practices potentially lead to poorer quality care and to strong intention to quit the healthcare facilities and the nursing profession.
CONCLUSION
Paying close attention to the leadership practices of nurse managers could prove effective in improving patient care and increasing the retention of new nurses, which is helpful in resolving the nursing shortage. Our results specifically suggest not only that we promote supportive leadership practices (transformational leadership) but, most of all, that we spread the word that abusive leadership creates working conditions that could be detrimental to the practice of nursing at career start.
DOI: 10.1111/jan.12860
PubMed: 26602068
Links to Exploration step
pubmed:26602068Le document en format XML
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<author><name sortKey="Lavoie Tremblay, Melanie" sort="Lavoie Tremblay, Melanie" uniqKey="Lavoie Tremblay M" first="Mélanie" last="Lavoie-Tremblay">Mélanie Lavoie-Tremblay</name>
<affiliation><nlm:affiliation>Ingram School of Nursing, McGill University, and Nurse Scientist, McGill University Health Centre, Montreal, Quebec, Canada.</nlm:affiliation>
</affiliation>
</author>
<author><name sortKey="Fernet, Claude" sort="Fernet, Claude" uniqKey="Fernet C" first="Claude" last="Fernet">Claude Fernet</name>
<affiliation><nlm:affiliation>Département des sciences de la gestion, Université du Québec à Trois-Rivières, Trois-Rivières, Quebec, Canada.</nlm:affiliation>
</affiliation>
</author>
<author><name sortKey="Lavigne, Genevieve L" sort="Lavigne, Genevieve L" uniqKey="Lavigne G" first="Geneviève L" last="Lavigne">Geneviève L. Lavigne</name>
<affiliation><nlm:affiliation>Ingram School of Nursing, McGill University, and Nurse Scientist, McGill University Health Centre, Montreal, Quebec, Canada.</nlm:affiliation>
</affiliation>
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<author><name sortKey="Austin, Stephanie" sort="Austin, Stephanie" uniqKey="Austin S" first="Stéphanie" last="Austin">Stéphanie Austin</name>
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<author><name sortKey="Lavoie Tremblay, Melanie" sort="Lavoie Tremblay, Melanie" uniqKey="Lavoie Tremblay M" first="Mélanie" last="Lavoie-Tremblay">Mélanie Lavoie-Tremblay</name>
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<author><name sortKey="Fernet, Claude" sort="Fernet, Claude" uniqKey="Fernet C" first="Claude" last="Fernet">Claude Fernet</name>
<affiliation><nlm:affiliation>Département des sciences de la gestion, Université du Québec à Trois-Rivières, Trois-Rivières, Quebec, Canada.</nlm:affiliation>
</affiliation>
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<author><name sortKey="Lavigne, Genevieve L" sort="Lavigne, Genevieve L" uniqKey="Lavigne G" first="Geneviève L" last="Lavigne">Geneviève L. Lavigne</name>
<affiliation><nlm:affiliation>Ingram School of Nursing, McGill University, and Nurse Scientist, McGill University Health Centre, Montreal, Quebec, Canada.</nlm:affiliation>
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<author><name sortKey="Austin, Stephanie" sort="Austin, Stephanie" uniqKey="Austin S" first="Stéphanie" last="Austin">Stéphanie Austin</name>
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<term>Attitude of Health Personnel (MeSH)</term>
<term>Cross-Sectional Studies (MeSH)</term>
<term>Female (MeSH)</term>
<term>Humans (MeSH)</term>
<term>Job Satisfaction (MeSH)</term>
<term>Leadership (MeSH)</term>
<term>Male (MeSH)</term>
<term>Middle Aged (MeSH)</term>
<term>Nurse Administrators (psychology)</term>
<term>Nursing Staff, Hospital (psychology)</term>
<term>Personnel Turnover (MeSH)</term>
<term>Quality of Health Care (MeSH)</term>
<term>Quebec (MeSH)</term>
<term>Surveys and Questionnaires (MeSH)</term>
<term>Workplace Violence (psychology)</term>
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<term>Nursing Staff, Hospital</term>
<term>Workplace Violence</term>
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<term>Aged</term>
<term>Aged, 80 and over</term>
<term>Attitude of Health Personnel</term>
<term>Cross-Sectional Studies</term>
<term>Female</term>
<term>Humans</term>
<term>Job Satisfaction</term>
<term>Leadership</term>
<term>Male</term>
<term>Middle Aged</term>
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<front><div type="abstract" xml:lang="en"><p><b>AIMS</b>
</p>
<p>To investigate the impact of nurse managers exercising transformational vs. abusive leadership practices with novice nurses.</p>
</div>
<div type="abstract" xml:lang="en"><p><b>BACKGROUND</b>
</p>
<p>In a nursing shortage context, it is important to understand better the factors that potentially influence the retention of nurses in the early stages of their career. A large body of research has found that transformational leadership practices have a positive influence on employee functioning. However, very little research exists about the detrimental impact of abusive leadership practices, much less in a nursing context.</p>
</div>
<div type="abstract" xml:lang="en"><p><b>DESIGN</b>
</p>
<p>A cross-sectional design where 541 nurses from the province of Quebec (Canada) were questioned in the fall of 2013.</p>
</div>
<div type="abstract" xml:lang="en"><p><b>METHODS</b>
</p>
<p>A self-administered questionnaire was completed by nurses with less than five years of nursing experience.</p>
</div>
<div type="abstract" xml:lang="en"><p><b>RESULTS</b>
</p>
<p>Results from three linear regression analysis indicated that transformational leadership practices potentially lead to high quality care and weak intention to quit the healthcare facilities. Conversely, abusive leadership practices potentially lead to poorer quality care and to strong intention to quit the healthcare facilities and the nursing profession.</p>
</div>
<div type="abstract" xml:lang="en"><p><b>CONCLUSION</b>
</p>
<p>Paying close attention to the leadership practices of nurse managers could prove effective in improving patient care and increasing the retention of new nurses, which is helpful in resolving the nursing shortage. Our results specifically suggest not only that we promote supportive leadership practices (transformational leadership) but, most of all, that we spread the word that abusive leadership creates working conditions that could be detrimental to the practice of nursing at career start.</p>
</div>
</front>
</TEI>
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<ArticleTitle>Transformational and abusive leadership practices: impacts on novice nurses, quality of care and intention to leave.</ArticleTitle>
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<Abstract><AbstractText Label="AIMS" NlmCategory="OBJECTIVE">To investigate the impact of nurse managers exercising transformational vs. abusive leadership practices with novice nurses.</AbstractText>
<AbstractText Label="BACKGROUND" NlmCategory="BACKGROUND">In a nursing shortage context, it is important to understand better the factors that potentially influence the retention of nurses in the early stages of their career. A large body of research has found that transformational leadership practices have a positive influence on employee functioning. However, very little research exists about the detrimental impact of abusive leadership practices, much less in a nursing context.</AbstractText>
<AbstractText Label="DESIGN" NlmCategory="METHODS">A cross-sectional design where 541 nurses from the province of Quebec (Canada) were questioned in the fall of 2013.</AbstractText>
<AbstractText Label="METHODS" NlmCategory="METHODS">A self-administered questionnaire was completed by nurses with less than five years of nursing experience.</AbstractText>
<AbstractText Label="RESULTS" NlmCategory="RESULTS">Results from three linear regression analysis indicated that transformational leadership practices potentially lead to high quality care and weak intention to quit the healthcare facilities. Conversely, abusive leadership practices potentially lead to poorer quality care and to strong intention to quit the healthcare facilities and the nursing profession.</AbstractText>
<AbstractText Label="CONCLUSION" NlmCategory="CONCLUSIONS">Paying close attention to the leadership practices of nurse managers could prove effective in improving patient care and increasing the retention of new nurses, which is helpful in resolving the nursing shortage. Our results specifically suggest not only that we promote supportive leadership practices (transformational leadership) but, most of all, that we spread the word that abusive leadership creates working conditions that could be detrimental to the practice of nursing at career start.</AbstractText>
<CopyrightInformation>© 2015 John Wiley & Sons Ltd.</CopyrightInformation>
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<AuthorList CompleteYN="Y"><Author ValidYN="Y"><LastName>Lavoie-Tremblay</LastName>
<ForeName>Mélanie</ForeName>
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