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Using Multivariate Statistics

Principles and Practice of Structural Equation Modeling (2nd ed.)

Men and Women of the Corporation

In his Preface the author' says that he started out to review all the more important theories upon the topics ordinarily discussed under human motivation but soon found himself more and more limited to the presentation of his own point of view. This very well characterizes the book. It is a very personal product. It is an outline with some defense of the author's own thinking about instincts and appetites and sentiments and how they function in human behavior. And as the author draws so heavily upon James and McDougall, especially the latter, the book may well be looked upon as a sort of sequel to their efforts. There is a thought-provoking distinction presented between instinct and appetite. An instinct is said to be aroused always by something in the external situation; and, correspondingly, an appetite is said to be aroused by sensations from within the body itself. This places, of course, a heavy emphasis upon the cognitive factor in all instinctive behaviors; and the author prefers to use the cognitive factor, especially the knowledge of that end-experience which will satisfy, as a means of differentiating one instinct from another. In this there is a recognized difference from McDougall who placed more emphasis for differentiation upon the emotional accompaniment. The list of instincts arrived at by this procedure is much like that of McDougall, although the author is forced by his criteria to present the possibility of food-seeking and sex and sleep operating both in the manner of an appetite and also as an instinct. The Shand-McDougall concept of sentiment is taken over and used in the explanation of moral motivation. There is the development within each personality of a sentiment for some moral principle. But this sentiment is not a very powerful motivating factor. It is reinforced by social pressures and by religion, which is treated as an effort of finite man to live in harmony with the infinite reality. Those whose psychological thinking is largely in terms of McDougall will doubtless find this volume a very satisfying expansion; but those who are at all inclined to support their psychological thinking by reference to experimental studies will not be so well pleased. The James-Lange theory, for example, is discussed without mention of the many experimental studies which it has provoked. Theoretical sources appear in general to be preferred to experimental investigations.

Human MotivationThe Mind in Action: A Study of Motives and Values. A. Campbell Garnett

New Patterns of Management.

Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review

Aim
Our aim was to describe the findings of a systematic review of studies that examine the relationship between nursing leadership practices and patient outcomes.

Background
As healthcare faces an economic downturn, stressful work environments, upcoming retirements of leaders and projected workforce shortages, implementing strategies to ensure effective leadership and optimal patient outcomes are paramount. However, a gap still exists in what is known about the association between nursing leadership and patient outcomes.

Methods
Published English-only research articles that examined leadership practices of nurses in formal leadership positions and patient outcomes were selected from eight online bibliographic databases. Quality assessments, data extraction and analysis were completed on all included studies.

Results
A total of 20 studies satisfied our inclusion criteria and were retained. Current evidence suggests relationships between positive relational leadership styles and higher patient satisfaction and lower patient mortality, medication errors, restraint use and hospital-acquired infections.

Conclusions
The findings document evidence of a positive relationship between relational leadership and a variety of patient outcomes, although future testing of leadership models that examine the mechanisms of influence on outcomes is warranted.

Implications for nursing management
Efforts by organisations and individuals to develop transformational and relational leadership reinforces organisational strategies to improve patient outcomes.

The relationship between nursing leadership and patient outcomes: a systematic review update

Aim
To report a study conducted to test a model linking authentic leadership of managers with nurses' perceptions of structural empowerment, performance, and job satisfaction.

Background
Authentic leadership has been proposed as the root element of effective leadership needed to build healthier work environments because there is special attention to the development of empowering leader–follower relationships. Although the influence of leadership style and empowerment on job satisfaction is well documented, there are few studies examining the influence of authentic leadership on nurses' empowerment and work outcomes.

Design
A non-experimental, predictive survey.

Method
In 2008, a random sample of 600 Registered Nurses working in acute care hospitals across Ontario in Canada was surveyed. The final sample consisted of 280 (48% response rate) nurses. Variables were measured using the Authentic Leadership Questionnaire, Conditions of Work Effectiveness Questionnaire, Global Job Satisfaction Survey, and General Performance scale. The theoretical model was tested using structural equation modelling.

Results/outcomes
The final model fit the data acceptably. Authentic leadership significantly and positively influenced staff nurses' structural empowerment, which in turn increased job satisfaction and self-rated performance.

Conclusion
The results suggest that the more managers are seen as authentic, by emphasizing transparency, balanced processing, self-awareness and high ethical standards, the more nurses perceive they have access to workplace empowerment structures, are satisfied with their work, and report higher performance.

https://onlinelibrary.wiley.com/doi/epdf/10.1111/j.1365-2648.2012.06089.x

Authentic leadership, performance, and job satisfaction: the mediating role of empowerment

giallonardo l.m., wong c.a. & iwasiw c.l. (2010) Journal of Nursing Management 18, 993–1003
Authentic leadership of preceptors: predictor of new graduate nurses' work engagement and job satisfaction

Aim  To examine the relationships between new graduate nurses’ perceptions of preceptor authentic leadership, work engagement and job satisfaction.

Background  During a time when the retention of new graduate nurses is of the upmost importance, the reliance on preceptors to facilitate the transition of new graduate nurses is paramount.

Methods  A predictive non-experimental survey design was used to examine the relationships between study variables. The final sample consisted of 170 randomly selected Registered Nurses (RNs) with <3 years experience and who worked in an acute care setting.

Results  Hierarchical multiple regression demonstrated that 20% of the variance in job satisfaction was explained by authentic leadership and work engagement. Furthermore, work engagement was found to partially mediate the relationship between authentic leadership of preceptors and engagement of new graduate nurses.

Conclusions  New graduate nurses paired with preceptors who demonstrate high levels of authentic leadership feel more engaged and are more satisfied. Engagement is an important mechanism by which authentic leadership affects job satisfaction.

Implications for nursing management  Managers must be aware of the role preceptors’ authentic leadership plays in promoting work engagement and job satisfaction of new nurses.

Authentic leadership of preceptors: predictor of new graduate nurses' work engagement and job satisfaction.

wong c.a., laschinger h. & cummings g.g. (2010) Journal of Nursing Management 18, 889–900
Authentic leadership and nurses' voice behaviour and perceptions of care quality

Aim  The purpose of the present study was to test a theoretical model linking authentic leadership with staff nurses’ trust in their manager, work engagement, voice behaviour and perceived unit care quality.

Background  Authentic leadership is a guide for effective leadership needed to build trust and healthier work environments because there is special attention given to honesty, integrity and high ethical standards in the development of leader–follower relationships.

Methods  A non-experimental, predictive survey design was used to test the hypothesized model in a random sample of 280 (48% response rate) registered nurses working in acute care hospitals in Ontario.

Results  The final model fitted the data acceptably (χ2 = 17.24, d.f. = 11, P = 0.10, IFI = 0.99, CFI = 0.99, RMSEA = 0.045). Authentic leadership significantly and positively influenced staff nurses’ trust in their manager and work engagement which in turn predicted voice behaviour and perceived unit care quality.

Conclusions  These findings suggest that authentic leadership and trust in the manager play a role in fostering trust, work engagement, voice behaviour and perceived quality of care.

Implications for nursing management  Nursing leaders can improve care quality and workplace conditions by paying attention to facilitating genuine and positive relationships with their staff.

Carol A. Wong

Papers

Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review

The relationship between nursing leadership and patient outcomes: a systematic review update

Authentic leadership, performance, and job satisfaction: the mediating role of empowerment

Authentic leadership of preceptors: predictor of new graduate nurses' work engagement and job satisfaction.

Authentic leadership and nurses' voice behaviour and perceptions of care quality