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It also denotes the organization’s system of norms and beliefs, which support the organization’s capacity to receive, interpret, and translate signals from its operational and competitive environment into internal behavioral changes that increase its chances for survival, growth, and development. Generally, employees have the sense of creating change, customer focus, and organizational learning.
Mission; this reflects the organization’s ability to define a meaningful long-term direction that provides employees with a sense of focus and a common vision of the true. It provides a clear direction and goals that serve to define an appropriate course of action for the organization and its members. Generally, employees have the sense of strategic direction and intent, goals and objectives, and vision of the organization. Involvement; this is a characteristic of a “highly involved” culture, in which employee involvement is strongly encouraged and creates a sense of ownership and responsibility.
Employees rely on informal, voluntary, and implied control systems, thereby, resulting in greater organizational commitment and an increasing capacity for autonomy. Employees, generally, have the sense of empowerment, team orientation, and capability development. Consistency defines the values and systems that are the basis of a strong culture. It provides a central source of integration, coordination, and control. Also, it characterizes organizations that create internal systems of governance based on consensual support.
Generally, employees have shared core values, and demonstrate agreement, coordination, and integration”. Leadership defines the process where a person exerts influence over others and inspires, motivates and directs their goals. Leadership is not about the needs of the NM but more about the needs of the people and the organization. Therefore leadership styles should be adapted to the requirements of the staff and the particular challenges the unit and organization faces on a whole. National culture affects leadership style in two ways.
It shapes the preferences of leaders, and it defines what is acceptable to subordinates. Therefore, leaders cannot choose their style at will. They are constrained by the cultural conditions in which they have been socialized and that their subordinates expect. An organization’s ultra shapes a leader’s behavior by influencing the selection of leaders and the values that effective leaders must exhibit. Organizations looking to hire leaders WIN select individuals whose traits and behaviors complement organizational culture.
As a result, an effective leadership style aligns with organizational values (Moment, retrieved Feb. 2011 The leadership styles explored in the study include transformational (TFH) leadership, Transactional (TTS), and Non-transactional or Laissez-fairer (ELF) leadership. Transformational managers, creates and implements a vision of what can be accomplished at ark and empowers the staff with that vision, while keeping abreast of health care changes and interacting others inside and outside the organization (Cicadas, 2008). Transformational leaders are charismatic and visionary.
They openly communicate and share information with subordinates and are actively engaged in the development of workers. Transactional leadership as defined in the study is the exchange process based on the fulfillment of contractual obligations and is typically implemented by setting objectives, monitoring and controlling outcomes (Cicadas, 2008) Transactional managers SE the system of reward and coercive power to encourage high performance. Methods used in transactional leadership include contingent reward and active or passive management by exception.
Contingent reward system clarifies role and task requirements and provides followers with material or psychological rewards contingent upon performance or contractual obligations. With active management by exception the manger is vigilant in ensuring standards are being met or intervene only after non-compliance or mistakes occur. Non- transactional or Laissez fairer leadership styles as defined by the study, presents the absence of purposeful interaction between the leader and the follower, in which the leader avoids making decisions, abdicates responsibility , and does not use his or her authority (Cicadas, 2008).
The main hypothesis of the study was the existence of a relationship between M’s leadership styles and nursing unit CO. CO traits measured were adaptability, involvement, consistency, and mission in the provision of quality nursing care and patient satisfaction. The final conclusion of the findings suggest that NM who frequently displays TFH leadership behavior to his or her nursing staff is likely to be associated with a positive, desirable, and flexible nursing unit CO in which mission and adaptability culture traits dominate (Cicadas, 2008).
TTS leadership method with nursing unit CO showed weak to moderate correlation in the study. “TTS leadership accounts for 2. 26% of the variance of the DOCS, suggesting a weak correlation. This very small variance also implies that TTS leadership in general may not be the preferred leadership style that MS use frequently, as perceived by their Sins, and may not influence nursing units’ organizational effectiveness. ” However it was noted that the contingent reward system could e associated with positive organizational outcomes for SON’S job satisfaction, improved performance and clarity of nursing roles.
Passive management by exception showed negative correlations with involvement and consistency while active management by exception showed weak correlation with consistency and little or no correlation with the CO trait of involvement. Conversely, the ELF leadership style does not influence a nursing unit’s culture because of the absence of purposeful interaction between MS and Sins. Thus, organizational performance cannot be associated with this type of leader-follower’s dyad Cicadas, 2008).
One adjunct to this study would be to look at the impact of the SON values and identities and their perception of the NM leadership roles. SON tends to give up autonomy and the ability to critical think situation to their nurse managers. However, if the staff nurse is self motivated and takes an active role in the leadership process then the relationship becomes more of a team process or partnership. This in turn impacts the CO to effectively carry out the overall organization mission. I believe this would be become a transformational culture rather than a style.