Skip to Main Content
 

Global Search Box

 
 
 
 

Files

File List


ucin1311605212.pdf (1.03 MB)

ETD Abstract Container

Abstract Header

Influence of Leader-Follower Coaching Relationships of Transformational Transactional Leaders on Perceived Work-Related Outcomes

Tapke, Jeanne-Marie
http://rave.ohiolink.edu/etdc/view?acc_num=ucin1311605212

Abstract Details

2011, PhD, University of Cincinnati, Nursing: Nursing - Doctoral Program.
Strong nursing leadership is needed to create and maintain a healthy and safe practice environment for both nurses and patients. Acute care hospitals are fundamentally complicated organizations where nurse leaders must answer to numerous stakeholders and meet performance goals across multiple levels of achievement such as quality, cost, and satisfaction. Furthermore, in a recent study of chief nursing officers it was found that 62% of nurse leaders plan to retire, leave the profession, or change jobs within the next five years (Jones, Havens, & Thompson, 2009). This scenario of change requires an in-depth look at options for optimizing the development of highly skilled nurse leaders. Transformational leadership is identified as an empowering leadership style that can be used within today’s hospital and nursing environment to improve organizational outcomes (McGuire & Kennerly, 2006). Coaching is believed to encompass several key characteristics of transformational transactional leadership and may be an effective means of developing and/or expanding the leader’s skills and of guiding leader development of followers (Humphreys & Einstein, 2003; Kowalski & Casper, 2007). Using a correlated, non-experimental design, this research study explored the relationships between transformational and transactional leadership, coaching, and the impact of the leader-follower coaching relationship on followers’ work performance, job satisfaction, work relationships, and job commitment. The sample consisted of 53 chief nurse leaders in hospital organizations and 301 of their direct nurse reports. The Multifactor Leadership Questionnaire (5X – Short) developed by Bass and Avolio (1999), a researcher-developed Coaching Behavior Measure (Ellinger, Ellinger, & Keller, 2003), and four researcher-developed visual analogue surveys of work-related outcomes were used to measure the variables of interest. Data analysis revealed the nurse leaders were dominantly transformational and used coaching behaviors frequently. The coaching relationship of the leader-follower positively impacted the followers’ work performance, job satisfaction, work relationships, and organizational commitment. Coaching was strongly related to all of the transformational factors and the transactional factor of contingency reward. Coaching was negatively related to transactional factors of management-by-exception (active) and (passive).
Susan Kennerly, PhD (Committee Chair)
Cheryl Hoying, , (Committee Member)
Nancy Evers, PhD (Committee Member)
Denise Gormley, PhD (Committee Member)
164 p.
Nursing
transformational; transactional; leadership; coaching; development; nurse

Recommended Citations

Citations

  • Tapke, J.-M. (2011). Influence of Leader-Follower Coaching Relationships of Transformational Transactional Leaders on Perceived Work-Related Outcomes [Doctoral dissertation, University of Cincinnati]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1311605212

    APA Style (7th edition)

  • Tapke, Jeanne-Marie. Influence of Leader-Follower Coaching Relationships of Transformational Transactional Leaders on Perceived Work-Related Outcomes. 2011. University of Cincinnati, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=ucin1311605212.

    MLA Style (8th edition)

  • Tapke, Jeanne-Marie. "Influence of Leader-Follower Coaching Relationships of Transformational Transactional Leaders on Perceived Work-Related Outcomes." Doctoral dissertation, University of Cincinnati, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1311605212

    Chicago Manual of Style (17th edition)

ucin1311605212
1,911
© 2011, all rights reserved.
This open access ETD is published by University of Cincinnati and OhioLINK.