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Policy, Politics, & Nursing Practice, Vol. 5, No. 4, 259-266 (2004)
DOI: 10.1177/1527154404269284

Transformational Leadership and Hospital Restructuring: A Descriptive Study

Shirna Rena Gullo, MSN, BSN, RN

Huntsville Hospital in Huntsville, Alabama

David S. Gerstle, PhD, MSN, RN

School of Nursing on the campus of Southern Adventist University, Collegedale, Tennessee

This article reports on a descriptive study conducted in late 2002 on the impact of middle nurse managers’ transformational leadership characteristics on hospital registered nurses’ sense of empowerment and job satisfaction during a hospital restructuring. The purpose of this study was to determine whether middle nurse managers’ transformational leadership behaviors were related to an increase in job satisfaction and empowerment of staff RNs in a nursing service department undergoing restructuring. This study utilized a descriptive correlational design with convenience sampling. It was conducted from July to October 2002 in an acute care, for-profit hospital in the southeastern United States. The sample included full-time, part-time, and PRN staff registered nurses who were employed at this facility for at least 1 year. The instruments used to collect data were a demographic questionnaire, the Multifactor Leadership Questionnaire, the Organizational Job Satisfaction Scale, and the Reciprocal Empowerment Scale.

Key Words: nursing leadership • transformational leadership • empowerment • job satisfaction • hospital restructuring


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