Top PDF Validation of the nurse leadership and organizational culture (N LOC) questionnaire

Validation of the nurse leadership and organizational culture (N LOC) questionnaire

Validation of the nurse leadership and organizational culture (N LOC) questionnaire

Juliana Nga Man Lui and Janice Mary Johnston * Abstract Background: Leadership style and organizational culture have often been studied independently in nursing research despite abundant evidence that the two factors both influence employee outcomes. Moreover, diverse theoretical typology and measuring instruments challenges generalizability of findings. Employees from different cultural, geographical, occupational settings were also reported to have varying interpretation on organizational culture and leadership style underlying constructs. This study aims to validate the Nursing Leadership and Organizational Culture (N-LOC) questionnaire, based on the two commonly used theoretical frameworks: Multifactor Leadership Theory and Competing Values Framework, on its applicability in an Asian hospital setting.
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Design and validation of a questionnaire to assess organizational culture in French hospital wards

Design and validation of a questionnaire to assess organizational culture in French hospital wards

climate in their ward and that they help them to adjust their managerial strategies. M Sibe et al. published an analysis of data collected for COMEt validation that reinforces its internal and external validity [52]. M Sibe et al. showed the discri- minative capacity of COMEt instrument. The analysis of responses obtained for COMEt validation, allowed to distinguished two groups of wards: the wards with high de- velopment of all COMEt dimensions (9 wards on the 36 included, called “optimistic” wards) and the wards with low development of the COMEt dimensions (13 wards on the 36 included, called “pessimistic” wards). There was also a third group of 12 wards with intermediate results. One of the critical functions of a group’s culture is to esta- blish a distinctive identity and thereby provide a means by which members of the group can differentiate themselves from other groups. COMEt showed its discriminative capacities, in accordance with this property of OC. More- over, these results give arguments for an external validity of Comet. They are in favour of the strength of the exis- tence of an organizational context that can induce either a positive or a negative effect both on management prac- tices and attitudes; that is in coherence with magnet hospital theory change for management and the expla- nation of the link between OC and performance.
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Primary Care Nurse Practitioners and Organizational Culture

Primary Care Nurse Practitioners and Organizational Culture

Nurse Practitioner Governance By ensuring NPs have ample supports in place to promote their ability to practice to their full capacity, this profession could contribute more fully to healthcare reform initiatives (Liu & D’Aunno, 2012; Poghosyan et al., 2015; Roots & MacDonald, 2014), and enact their leadership competencies, critical to full implementation of the role (O’Rourke, 2016). To assist with this process, provincial health authorities are currently developing NP governance structures (BCNPA, 2016b). According to a health authority representative, provincial credentialing and privileging of NPs depend on agencies situating NPs within an established department and under Medical Affairs, along side midwives, dentists and physicians. In addition, a MoH delegate emphasized the following as a priority: to explore strategizes to develop, support and promote NPs as primary care providers, while addressing specific factors associated with the role (i.e. quality
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Leadership styles, organizational culture and organizational effectiveness: a study of multilatinas

Leadership styles, organizational culture and organizational effectiveness: a study of multilatinas

Multilatinas or multinational firms with headquarters originated in Latin America is a growing phenomenon where incumbents showed growth above global multinationals by the beginning of the 21 st century until 2013, however the economic downturn after the oil price drop put them in a challenging situation with lower growth (ECLAC, 2013). This situation enhanced the importance of leadership and culture to cope with economic challenges and people uncertainty. Former studies on culture and leadership were performed mostly in developed countries, but few in developing regions such as Latin America. The purpose of this research was to find the relationship between leadership and culture with organizational effectiveness, in order to provide multilatinas and leadership scholars with management findings about the most effective combination of culture and leadership that would conduct to better business outcome. The research was done with the positivist paradigm with quantitative research tools that have shown positive results in previous studies, because these provide specific action items to modulate leadership, culture and effectiveness. Two well recognized questionnaires were used, the MLQ (Multilevel Leadership Questionnaire) from Bass and Avolio (1993) and the OCI© (Organizational Culture Inventory) from Cooke and Laferty (1994). The MLQ measured independent variable leadership style, the OCI© measured the independent variable organizational culture and the dependent variable organizational effectiveness. Three multilatinas were surveyed, Pozuelo from Nutresa, Sodimac and HL Ingenieros, with a total of 602 respondents who answered in a web base platform administered by Human Synergistics.
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Transformational Leadership Style and Organizational Learning: The Mediate Effect of Organizational Culture

Transformational Leadership Style and Organizational Learning: The Mediate Effect of Organizational Culture

rating system scale ranging from “strongly disagree” valued as “1” to “strongly agree” valued as “5”. Finally, OL was measured by 28 items assessment questionnaire developed by Templeton et al. (2002). The participants were asked to obtain respondents’ professional judgment on the appearance of OL in their organization. Each item was rated on a five-point Likert scale ranging from (1) “strongly disagree” to (5) “strongly agree”. Since the study was conducted in Gaza strip, the original English instruments were translated into Arabic language using back translation technique. The objective of translation and back-translation is to construct the Arabic version of the questionnaire that is equivalent in meaning in comparison with the original English version. Bates and Khasawneh (2005) have explained that equivalent translation refers to the equivalent meaning of the survey items between the original instrument and translated instrument. The first step for the researcher translated the original English instrument into Arabic. The second step was to back-translate the Arabic translated instrument into English. Two translators who are bilingual in English and Arabic did this process. One is a master student who has English teaching experience in several universities. The other is a faculty member at Cairo University. Each translator separately translated the Arabic translated version of the instrument into English. The two translators tried to keep the original meaning of each item as much as possible. After that, the researcher compared the two translated instruments. Each item on each back-translated instrument was compared to evaluate the similarity between two English back- translated instruments. If there were some differences between the two English back-translated instruments, the two translators revised the items to adjust differences. Finally, the researcher compared every item in the two instruments that were back-translated from Arabic to English with the items in the OLC. If there were no significant differences between the original instrument and the two instruments that were translated from, the instrument that was translated to Arabic was assumed to have appropriate validity as the original Instrument OLC.
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Organizational Culture, Leadership Styles and Organizational Commitment in Turkish Logistics Industry

Organizational Culture, Leadership Styles and Organizational Commitment in Turkish Logistics Industry

Abstract According to the literature, ensuring continuous and desirable work outcomes of employees have strong relations with their commitment to their organizations. Those employees who have commitment to their organization are addicted to the ation itself when they adopt their organizational culture. Based on empirical evidences in the literature, also leadership is an important component in the organizational commitment process. Moreover, leadership is crucial for the organizational effectiveness, and the development and the changes of organizational culture. Thus the aim of this study is questionnaire survey is performed and data is collected from 344 employees of 37 logistics firm which operating in Marmara Region of Turkey have been used to solve the research questions. The database analyzed by SPSS v.15 statistical program using multivariate data analyses techniques through developed hypothesis. According to the findings of this research supported the positive effects of leadership and organizational culture on the organizational commitment in context of logistics industry.
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Leadership Style on Organizational Culture and Good Corporate Governance

Leadership Style on Organizational Culture and Good Corporate Governance

Related to the implementation of GCG, the leader has an important role in the success of GCG programs in the LPD environment. Leaders as part of the leadership axis have a very strategic role in improving the quality of corporate governance, including in the application of GCG. The role of the leader as a charismatic leader is very important in line with the assumption that GCG is considered an organizational condition towards a better direction. The leader is as a leader and agent of transformation in the implementation of strategic GCG implementation updates, including in applying social context and influencing everyone in the LPD, while transformational leadership is considered unable to influence or bring LPD conditions in a better direction according to the results of the questionnaire answers and the results of tests that have been carried out.
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Role of Leadership Behaviour in Organizational Culture and Job Satisfaction

Role of Leadership Behaviour in Organizational Culture and Job Satisfaction

Leadership plays a significant role in shaping and maintaining the culture of an organization. It is in this leadership process that the effect of culture becomes most perceptible. The study investigated the role of leadership behaviour in organisational culture and job satisfaction. Using the descriptive survey design, 422 senior staff administrative assistants in University of Cape Coast, Ghana, using the table of random numbers. Questionnaire with Cronbach alpha reliability estimates of the three sub-sections were, .86, .74 and .78 for leadership behaviour, organisational culture and job satisfaction respectively was used to gather data for the study. Mediation analysis using bootstrapping approach by Hayes was employed. Specifically, 5000 bootstrap samples was used for bias corrected bootstrap confidence intervals at 95% level of confidence. The study revealed that organisational culture is a significant predictor of job satisfaction, b=8.866, t(419)=7.621, p=.010. It was also found that organisational culture has a significant impact on leadership behaviours, b=1.217, t(419)=2.986, p<.001. Leadership behaviour and organisational culture was found as significant predictors of job satisfaction, F(2, 418)=225.68, p<.001. It was further found that leadership behaviour is a significant mediator in the relationship between organisational culture and job satisfaction, BootCI (.0442-.3002), b=.1659. The study concluded that organisational culture and leadership behaviour mutually and independently affect employee job satisfaction. Leadership behaviour, however, plays a crucial role in the link between organisational culture and job satisfaction. It was recommended that frequent seminars and workshops be organised by management to equip superiors on how to effectively lead their subordinates.
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The Influence of Nurse Manager Transformational Leadership on Nurse and Patient Outcomes: Mediating Effects of Supportive Practice Environments, Organizational Citizenship Behaviours, Patient Safety Culture and Nurse Job Satisfaction

The Influence of Nurse Manager Transformational Leadership on Nurse and Patient Outcomes: Mediating Effects of Supportive Practice Environments, Organizational Citizenship Behaviours, Patient Safety Culture and Nurse Job Satisfaction

changes reflect an increased knowledge and understanding of the relationship between nursing care, patient safety and the broader context in which both of these are situated. Some of these broader contextual influences will be reviewed next. Healthcare has undergone significant and rapid change over the past three decades. Hospitals have amalgamated with other hospitals developing large, regional corporations while the “Closer to Home” philosophy promoted a move of services and patients out of the hospital and into the community. Hospitals were managed based on a business model, which emphasized fiscal and organizational leanness. Systems/processes that promoted efficiency were promulgated, such as shortened length of stay and wait times, integration of services to reduce redundancy, automation and computerization. The result was a more complex environment with a concomitant increase in the acuity and complexity of patients remaining in hospital. This in turn put nurses at more risk for making a mistake and put patients at more risk for harm.
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Organizational Effectiveness in relation to Leadership Style, Organizational Citizenship Behavior and Organizational Culture of Telecommunication Organizations

Organizational Effectiveness in relation to Leadership Style, Organizational Citizenship Behavior and Organizational Culture of Telecommunication Organizations

Organizational Effectiveness Scale by Santosh Dhar & Upinder Dhar (2010), Multi Factor Leadership Questionnaire by S. N. Dubey (2000), Organizational Culture Profile by Udai Pareek (2002) and Organizational Citizenship Behavior Scale by Sangeeta Jain & Vishal Sharma (2009) were used for the collection of data. t-test, Pearson‟s Product Moment Correlation and Multiple Regression Analysis were applied for analyzing the obtained data. The findings of the study revealed a significant difference in organizational effectiveness, leadership style and organizational citizenship behavior of BSNL and Vodafone Idea Ltd. However, there was found sno significant difference in the organizational culture of BSNL and Vodafone Idea Ltd. Organizational effectiveness of both the telecommunication organizations showed the highest positive correlation with the leadership style followed by organizational citizenship behavior and organizational culture. Leadership style came out be the determinant factor of Organizational Effectiveness and 8.1 % of variance in the Organizational Effectiveness was explained by Leadership Style of Telecommunication organizations.
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The Relationship of Nurse Manager’s Leadership Styles in Maintaining a Just Culture

The Relationship of Nurse Manager’s Leadership Styles in Maintaining a Just Culture

Transformational leaders are focused on coaching, mentoring, and inspiring their subordinates enhancing their performance and thus creating a culture of safety. Leadership Styles to Promote Positive Nursing Outcomes Since the 1990s and early 2000s, a growing number of research studies have shown how the theories based on leadership styles of intellect, charisma, inspiration, and motivation were correlated to positive organizational outcomes at an opportune time where issues with safe medical care reached a crucial point in history. The literature review showed a higher number of nursing leadership research focused on the effects of transformational and transactional leadership styles on nursing related outcomes and mostly driven by the FRLT. Leaders should embody both transformational and
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Design and Validation of the Questionnaire for Organizational Factors Affecting the Transfer of Learning to the Workplace

Design and Validation of the Questionnaire for Organizational Factors Affecting the Transfer of Learning to the Workplace

Purpose: The aim of this study was to design and validate the questionnaire of organizational factors affecting the transfer of learning to the workplace in Islamic Azad Universities of the west of Iran. Methodology: The method of data collection was mixed of sequential exploratory design type. Qualitative data was collected through semi-structured interview with 15 people including faculty members and specialists of training and human resource development who were selected through purposive sampling of theoretical and snowball sampling type. The analysis of qualitative data was carried out through grounded theory method. In quantitative section, researcher-made questionnaire was investigated by 11 experts and its relative content validity was calculated. In this way, the validity of the questionnaire was verified by the specialists and its reliability was calculated by Cronbach's alpha (0/873). Afterwards, the final version was distributed among 309 employees from the universities. To validate the designed tool, confirmatory factor analysis was used. SPSS and Lisrel software were used for this purpose. Finding: In the qualitative section, 25 components were identified which were presented in paradigmatic model template including 6 dimensions; causal conditions, core phenomenon, context conditions, intervening conditions, strategies and consequences. The quantitative stage results showed that fit indices, factor loads and t-values obtained from each criterion were fit and the 6 main dimensions and their factors had the ability to explain the variable of learning transfer. Conclusion: The organizational factors, especially organizational culture, have an important place in learning transfer due to their role as facilitator and stimulator.
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The Effect of Leadership Style on the Organizational Culture: Evidence from Turkey

The Effect of Leadership Style on the Organizational Culture: Evidence from Turkey

Abstract The leadership-style of an organization leader plays an important role in forming and maintaining organizational culture. The main objective of this study is to determine the leadership styles of leaders in armed forces and reveal the effects of leadership styles on the typologies of the organizational culture. The study had an explanatory method and the data collection tool was a questionnaire. According to the results, while the transactional leadership style was brought to forefront from the leadership styles of leaders in armed forces, the hierarchy culture was brought to forefront from the typologies of the organizational culture. It was determined that while the transactional leadership style did not affect the clan and adhocracy culture, it positively affected the market and hierarchy culture. Furthermore, the transformational leadership style positively affected the clan and adhocracy culture, whereas it negatively affected the market and hierarchy culture. Besides, some differences were observed on cultural dimensions perceived by commanders performing a duty in provinces in eastern and western regions. Commanders performing a duty in the eastern region perceived greater adhocracy culture compared to commanders performing a duty in the western region. Commanders serving in the western region perceived greater market and hierarchy culture than commanders serving in the eastern region. As a consequence, it could be asserted that the leadership styles of leaders shape the organizational culture.
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The Relationship Between Leadership Styles and Organizational Culture withinSchools of Nursing

The Relationship Between Leadership Styles and Organizational Culture withinSchools of Nursing

Increased Knowledge. Contemporary nursing science stresses holistic understanding of human beings who are in constant interaction with their environment (Murray & Zentner, 2000). Presently there is limited information regarding the interaction between school of nursing leaders and the school’s culture. There is a great need for the production and distribution of knowledge that will enable nurse leaders to better understand the characteristics of leadership and the influence leaders have on the organization. This study will add to the research literature on the nursing leadership and organizational culture. Increased knowledge related to these concepts has important implications for the organization in relation various aspects of it’s function including evolution and change, enhanced leader effectiveness and goal achievement, and the identification, selection and training of leaders (Mariner-Tomey, 1993).
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Attributional style and its relation to leadership style and organizational culture

Attributional style and its relation to leadership style and organizational culture

The external validity in the study, as a whole, might be questioned because of the non- representative sample. It might be hard to generalize the findings to other populations since the study used a snowball sampling technique and therefore we cannot know whom the participants really were or where they really came from. The questions in the OASQ also reflect negative situations in certain work areas and not work situations in general. In other words, we cannot know how the findings would be if the questionnaire concerned other work situations or positive situations. With this said, these results cannot be generalized to other work areas. Also, regarding the test-retest validity of the study, this could have been improved in the study if a longitudinal study would have been chosen where the participants had answered the questionnaire two times.
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STUDY ON FAVOURITISM AND ITS IMPACT ON LEADERSHIP AND ORGANIZATIONAL CULTURE: AN ANALYSIS

STUDY ON FAVOURITISM AND ITS IMPACT ON LEADERSHIP AND ORGANIZATIONAL CULTURE: AN ANALYSIS

Data Collection instrument A questionnaire is a set of systematically structured questions used by a researcher to get needed information from respondents. Questionnaires have been termed differently, including surveys, schedules, indexes/indicators, profiles, studies, batteries, tests, checklists, scales, inventories, forms, inter alia. As an important research instrument and a tool for data collection, a questionnaire has its main function as measurement. It is the main data collection method in surveys and yield to quantitative data.
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THE EFFECT OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP, ORGANIZATIONAL CULTURE AND PERFORMANCE:

THE EFFECT OF THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP, ORGANIZATIONAL CULTURE AND PERFORMANCE:

ABSTRACT Scholars and practitioners in social sciences have argued that there is some association between leadership and performance, but empirical evidence has yet to prove the effect of leadership, performance and culture on public organizational performance. This study has investigated the effect of transformational leadership styles, organizational culture types and performance in four public sector organizations. The argument that there is no association between the three fundamental pillars of public sector organization: leadership, performance and culture, has become an ongoing debate in social sciences. This study investigated the effect of transformational leadership traits, organizational culture types and performance in four public sector organizations. The objective of this research was to examine the effect of individual leadership traits, and culture types on performance in public organizations. The behavior elements examined in this study were idealized influence behavior, inspirational motivation, intellectual stimulation, individualized consideration, idealized influence and effectiveness. Performance outcomes variables were hiring decisions, performance measurements, job satisfaction, and structured reward system respectfully. The cultural variables used were clan culture, adhocracy culture, market culture, and hierarchal culture. This study utilized a survey designed and implemented a quantitative methodology. The analysis used primary data produced by the Multifactor Leadership Questionnaire (MLQ) to administer on 200 respondents from four of the largest public sector organizations in the United State Virgin Islands to examine the relationship of transformational leadership, organizational performance and organizational culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results showed that while transformational leadership were strongly correlated with organizational performance with consistency and adaptability, organizational culture had a positive significant relationship with performance management practices. The study concluded that transformational leadership and organizational culture have positive effects on facilitating performance in mature public sector organizations, and recommended transformational leadership styles to actualize the culture types best suited in public sector organizations.
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Leadership and organizational culture are widely. Building a Climate for Innovation Through Transformational Leadership and Organizational Culture

Leadership and organizational culture are widely. Building a Climate for Innovation Through Transformational Leadership and Organizational Culture

As noted above, we found that the transforma- tional leadership dimension of Articulates Vision had the strongest association with climate for organiza- tional innovation. That is, visionary leaders were associated with organizations that were reported to provide adequate resources, funding, personnel, and rewards to innovate, as well as time for workers to pursue their creative ideas. Yet vision was mediated through organizational culture, and it is in this asso- ciation that our results are most important. Although causal inferences cannot be made from this cross- sectional study, the associations among the transfor- mational leadership dimension of vision, organizational culture, and climate for organizational innovation sug- gest that the stronger these linkages, the greater the likelihood of innovative work practices occurring.
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Organizational Culture, Leadership, Change and Stress

Organizational Culture, Leadership, Change and Stress

7. An ever-steeper learning curve. In a knowledge-driven society, many learned competencies become obsolete at the speed of light. Executives often find it difficult to accept the need to learn new things, and, more importantly, to unlearn some of the things that brought them success in the first place. The challenge of unlearning old things and learning new ones is exacerbated by the fact that executives have less and less discretionary time as they progress along the leadership ladder. There are few structured learning opportunities for people at the top that simultaneously challenge the individual and create a safe environment for growth and development (Korotov, 2005).
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