Situational Leadership In Nursing PDF Download

"This level III association testing study investigated the leadership style and effectiveness of 16 Chief Nursing Executives (CNE) in general medical-surgical hospitals within the states of Washington and Oregon. Situational Leadership Theory was the conceptual framework. Twenty-three acute care hospitals met the pre-established criteria. The sample that agreed to participate included 16 CNEs, their respective 16 (100%) CEOs, and 114 (79%) total subordinate Nurse Managers of the CNEs. Four research questions were investigated: (a) Q-1. Is there a relationship between Chief Nursing Executives' (CNE) self-reported leadership effectiveness and their dominant leadership style as perceived by their subordinate Nurse Managers (NM)?, (b) Q-2. Does CNEs' leadership effectiveness (as reported by their Chief Executive Officer (CEO)), vary according to their perceived different leadership styles (as reported by their subordinate NMs)?, (c) Q-3. Do CNEs with the minimum of a master's degree have higher self-reported leadership effectiveness scores than CNEs without the minimum of a master's degree?, and (d) Q-4. Do CNEs with the minimum of a master's degree have higher CEO reported leadership effectiveness scores than CNEs without the minimum of a master's degree? The non-parametric Mann-Whitney U statistical test was used to answer each of the questions. None of the question results was at the established significance level (p = .05). While relationships did not meet the level of significance there was a relationship in the expected direction between variables with two of the questions. Question number one, which asked if there was any relationship between CNEs' self-reported leadership effectiveness and dominant leadership style (as perceived by their subordinate NMs) was found to have a Mann-Whitney U of 31.5 (.05