Leadership attributes and staff autonomy

Abstract

In an environment that is increasingly competitive and hectic, the nurse executive's leadership style is more critical than ever because it can positively or negatively influence organizational performance. Bass' transformational leadership model proposes that as executives that are more transformational achieve better staff satisfaction and higher work group effectiveness (Dunham-Taylor, 2000).The purpose of this study is to determine the relationship between leadership attributes and staff nurse autonomy in the hospital setting. The transformational leadership theory is the theoretical framework for this study because the attributes of the leadership are clearly outlined in the theory and the literature supports the relationship of autonomy as a result of transformational leadership. The population of the study will be 425 staff nurses working in acute care, within four semirural hospitals located in Central Indiana. A convenience sample will include about 150 of the staff nurses from the combined hospitals who agree to participate in the study. The unit manager will approach the staff registered nurses about this study during unit meetings. The two survey questionnaires would be distributed at these unit meetings. Completed questionnaires will be returned by mail to the investigator in stamped, self-addressed envelopes. Essential information about the research study will be disclosed through a cover letter distributed with the questionnaires. Participation will be voluntary and jobs would not be affected if nurses do not participate. No risks have been identified by participation in the study. All data will be group reported and no individual results will be identified. Results will benefit nursing leaders in the participating hospitals by increasing awareness of nurses' perceptions of professional autonomy based on the characteristics of the nursing leader.