Staff nurse perceptions of nurse manager leadership styles and outcomes

Jesus Casida, Jessica Parker

Research output: Contribution to journalArticlepeer-review


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.

Original languageEnglish (US)
Pages (from-to)478-486
Number of pages9
JournalJournal of nursing management
Issue number4
StatePublished - May 1 2011
Externally publishedYes


  • Acute care hospitals
  • Leadership outcomes
  • Leadership styles
  • Nurse managers

ASJC Scopus subject areas

  • Leadership and Management


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