Effects of RN Age and Experience on Transformational Leadership Practices

Abstract

In the ACNL population studied, decade-averaged leadership metrics advanced. Leadership evolution with age in the broader RN population peaked in age bracket 60 to 69 years. The LPI-S averages declined when older than 70 years, coinciding with a shift from full-time work toward retirement and part-time employment.

Measuring Transformational Leadership in Establishing Nursing Care Excellence

“…Passive/avoidant leadership styles, including Management-By-Exception (Passive), have been linked to negative impacts on nursing workforce [7,53]. Combining the two findings, it can be argued that older NMs at the studied organization may possess more qualities of TL than their younger counterparts, which is consistent with other studies that have linked older age to a higher level of TL [49,54]. From a workforce sustainability standpoint, the progressed ageing of the nurse managers NMs at the studied organization could be capitalized by potentially using these nurses and midwifes as mentors or coaches.…”

The Effects Of A Transformational Nursing Leadership Program On Perceived Leader Behaviors

“…The results support the importance of leading by example and leaders sharing their vision to motivate their staff. One recent survey of Magnet CNOs found that older CNOs and those with more experience had higher LPI-S scores on their self-reports of their TL practices [10]. Findings from this study indicate TL qualities develop over time.…”

“…Five US studies published since 2009 provided nurse leader behavior expressed through Kouzes and Posner's LPI self-assessment survey responses [9]. These studies addressed Magnet and non-Magnet hospital nurse leaders' TL practices [10][11][12][13][14]. The CNOs from all hospitals in four studies and CNOs and Directors in a fifth study rated their transformational leadership skills highest in two LPI categories "Enable Others to Act" and "Model the Way".…”

“…The majority of these findings are similar to five previous TL studies. [6,8,[10][11][12][13][14]19,20]. All six sets of nurse leaders' self-perceived TL styles significantly improved on two of the same subscales: "Inspire a Vision" and "Challenge the Process".…”

Transformational Leadership dalam Menurunkan Beban Kerja Perawat Puskesmas

“…8 Pemimpin transformasional dapat menstimulasi antusiasme bawahannya untuk bekerja dalam kelompok dan mengembangkan keyakinan bawahan untuk mencapai tujuan bersama serta membangkitkan semangat kerja secara inspirasional, yaitu mendorong karyawan untuk meningkatkan kinerja melebihi dugaan mereka sendiri. 15 Menurut Robbins (2010) bahwa pemimpin transformasional menginspirasi para pengikut untuk mengenyampingkan kepentinganpribadi mereka demi kebaikan organisasi dan pemimpin transformasional mampu memiliki pengaruh yang luar biasa pada diripara pengikut. Mengubah kesadaran para pengikut dengan caramembantu orang lain memandang masalah lama dengan cara yang barudan dapat mengsinspirasikan para pengikut untuk bekerja keras gunamencapai tujuan bersama.…”