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Nursing management consists of the performance of the leadership functions of governance and decision-making within organizations employing nurses. It includes processes common to all management like planning, organizing, staffing, directing and controlling.
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. [1] Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields.
In December 1990, the American Nurses Association Board of Directors approved the creation of the Magnet Hospital Recognition Program for Excellence in Nursing Services. . The program was based on an earlier study by the American Academy of Nursing which identified 14 characteristics of healthcare organizations that excelled in recruitment and retention of registered nu
The results indicated a hierarchy of leadership styles and related subcomponents. Transformational Leadership characteristics were the most effective; in the following order of effectiveness from most to least: productive-inspiration, intellectual stimulation, and individual consideration.
A leadership style is a leader's way of providing direction, implementing plans, and motivating people. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership. [111] Different situations call for different leadership styles.
The programs of NCHL are supported primarily through membership fees contributed by organizational members. [1] Participants in NCHL's membership programs vary based on the specific program, but they generally involve leaders who are responsible for a specific leadership activity within their own health system or university, such as healthcare leadership development, international healthcare ...
The Multifactor Leadership Questionnaire (MLQ) is a psychological inventory consisting of 36 items pertaining to leadership styles and 9 items pertaining to leadership outcomes. [1] The MLQ was constructed by Bruce J. Avolio and Bernard M. Bass with the goal to assess a full range of leadership styles.
The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.