Yvonne Botma1, Hanlie Botha, Mariette Nel. 1. School of Nursing Registered Nurse, Faculty of Health Sciences Biostatistician, Department of Biostatistics, University of the Free State, Bloemfontein, South Africa. botmay@ufs.ac.za
Abstract
AIM: The aim was to determine whether nursing leaders met the criteria for transformational and/or transactional leadership. BACKGROUND: Many changes have occurred in South Africa and are reflected in the health-care systems. As a result, it has become crucial to source leaders who are able to manage the change process effectively so as to ensure the success and survival of our health-care organizations. METHODS: The 45-item multifactor leadership questionnaire (Rater) was completed by 41 respondents out of a population of 121. A proportional stratified simple random sampling technique was used to select the raters of seven leaders. RESULTS: Most nursing leaders role-modelled the culture of the organisation but did not stimulate their followers intellectually and did not demonstrate innovative motivation or individual consideration. Consequently, their followers may exhibit a lack of commitment to collective goals, with detrimental effects on the health-care organisation as a whole. CONCLUSIONS AND IMPLICATIONS FOR NURSING MANAGERS: Nursing leaders should be trained to become transformational leaders so as to encourage their followers to become innovative and motivated to render high quality nursing care.
AIM: The aim was to determine whether nursing leaders met the criteria for transformational and/or transactional leadership. BACKGROUND: Many changes have occurred in South Africa and are reflected in the health-care systems. As a result, it has become crucial to source leaders who are able to manage the change process effectively so as to ensure the success and survival of our health-care organizations. METHODS: The 45-item multifactor leadership questionnaire (Rater) was completed by 41 respondents out of a population of 121. A proportional stratified simple random sampling technique was used to select the raters of seven leaders. RESULTS: Most nursing leaders role-modelled the culture of the organisation but did not stimulate their followers intellectually and did not demonstrate innovative motivation or individual consideration. Consequently, their followers may exhibit a lack of commitment to collective goals, with detrimental effects on the health-care organisation as a whole. CONCLUSIONS AND IMPLICATIONS FOR NURSING MANAGERS: Nursing leaders should be trained to become transformational leaders so as to encourage their followers to become innovative and motivated to render high quality nursing care.