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AIM: To explore the correlations of leadership styles of nurse managers (NMs) and outcomes. BACKGROUND: Little is known about the linkages among leadership styles transformational (TFL), transactional (TRL) of NMs and outcomes a leader's extra effort (LEE), leadership satisfaction (LS) and effectiveness (LE) using the full-range leadership theory. Methods An exploratory correlational design was employed using data from a 2007 study in which staff nurses (n = 278) from four hospitals in the Northeastern US were asked to rate the leadership styles of NMs (n = 37) and outcomes using the Multifactor Leadership Questionnaire Form 5x-Short. Data were analysed using descriptive and inferential statistical methods. RESULTS: TFL leadership has strong correlations to LEE, LS and LE, and was a predictor for leadership outcomes. Conversely, TRL leadership has week correlations to LEE, LS and LE and did not predict leadership outcomes. CONCLUSION: NMs who frequently display TFL leadership styles will probably achieve goals in a satisfying manner, warranting further research. IMPLICATION FOR NURSING MANAGEMENT: TFL leadership training should be a basic competency requirement of NMs. Placing successful and effective TFL leaders in nursing units are the professional and moral obligations of nurse executives.
Casida et al. (Mon,) studied this question.