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공유리더십과 수직적 리더십이 간호사의 팀 만족, 팀 몰입, 팀 성과에 미치는 영향

Other Titles
 Shared and vertical leadership : assosiation with nurse team satisfaction, team commitment, and team performance 
Authors
 석상원 
Issue Date
2018
Description
간호대학원
Abstract
The purpose of this study was to identify nurses’perception of shared and vertical leadership, and to examine the effect of shared and vertical leadershiop on team satisfaction, team commitment, and team performance of nurses. This is a descriptive correlation study attempted to present new leadership in nursing organization. The subjects of this study were 165 nurses working at a university affiliated hospital in Gyeonggi area. Data were collected from April 09, 2018 to April 12, 2018 using structured questionnaire. The collected data were analyzed using the SPSS version 23.0 system for descriptive statistics, t-test, ANOVA, Scheffé test, Pearson's correlation coefficient, multivariate linear regression. The main results of this study are as follows. 1. The average scores of the types of shared leadership behaviors are as follows. the sore of directive leadership was 3.69±0.56, transactional leadership was 3.12±0.72, transformational leadership was 3.19±0.62, and empowering leadership was 3.41± 0.64. The average scores of the types of vertical leadership behaviors are as follows. the sore of directive leadership was 3.70±0.74, transactional leadership was 3.38±0.88, transformational leadership was 3.59±0.73, and empowering leadership was 3.47± 0.89. The average score of team satisfaction was 3.59±0.73, team commitment was 3.39±0.70, and team performance was 3.59±0.65 2. The differences of shared leadership according to sociodemographic and work related characteristics are as follows. Transactional leadership was significantly different in departments(F=3.388, p=.020). Transformational leadership was significantly different in departments (F=4.278, p=.002). 3. The differences of vertical leadership according to sociodemographic and work related characteristics is as follows. Transactional leadership was significantly different in age(F=3.929, p=.022), position(t=-2.089, p=.038), total clinical career (F=3.919, p=.022), and departments(F=8.274, p<.001). Transactional leadership was significantly different in age (F=4.108, p=.018), position(t=-2.491, p=.014), current clinical career (F=5.033, p=.008), total clinical career(F=4.503, p=.013), departments (F=11.101, p<.001), and the number of nurses on duty(F=5.306, p =.006). Transformational leadership was significantly different in age(F=8.781, p<.001), marriage (t=-2.137, p=.034), position(t=-3.338, p=.001), job title (F=8.108, p<.001), current clinical career(F=7.030, p=.001), total clinical career(F=8.390, p<.001), departments((F=5.815, p=.001), and salary (F=5.205, p=.006). Empowering leadership was significantly different in age (F=3.568, p=.03), position(t=-2.882, p=.004), current clinical career (F=4.284, p=.015), total clinical career(F=4.440, p=.013), departments (F=10.227, p<.001), the number of nurses in nursing unit(F=3.561, p=.031), the number of nurses on duty(F=4.011, p=.02), and salary(F=4.388, p=.014). 4. The differences of team satisfaction, team commitment, and team performance according to sociodemographic and work related characteristics are as follows. Team satisfaction was significantly different in departments (F=3.678, p=.013), and the number of nurses on duty(F=3.876, p=.023). Team commitment was significantly different in position(t=-2.607, p=.010), current clinical career(F=4.130, p=.018), total clinical career (F=3.278, p=.040), the number of nurses in nursing unit(F=4.570, p=.012), and the number of nurses on duty(F=3.892, p=.022). 5. The results of correlation analysis between shared and vertical leadership, team satisfaction, team commitment, and team performance. Shared and vertical leadership, team satisfaction, team commitment, and team performance were all significantly positive correlated(p<.01). 6. In order to identify factors affecting team satisfaction, the multivariate linear regression analysis was conducted. Empowering leadership among the types of shared leadership behaviors(β=.255, p=.003) had a positive effect on team satisfaction. The explanatory power was 43.9%(F=9.902, p<.001). 7. In order to identify factors affecting team commitment, the multivariate linear regression analysis was conducted. Empowering leadership among the types of shared leadership behaviors(β=.323, p<.001) had a positive effect on team commitment. The explanatory power was 41.4%(F=9.832, p<.001). 8. In order to identify factors affecting team performance, the multivariate linear regression analysis was conducted. Empowering leadership among the types of shared leadership behaviors(β=.235, p=.007), empowering leadership Among the types of vertical leadership behaviors(β=.397, p=.005), intensive care unit(β=.252, p=.003), and special departments (β=.167, p=.025) had a positive effect on team performance. The explanatory power was 41.4%(F=9.832, p<.001). In conclusion, we confirmed that shared and vertical leadership are positively correlated with nurse team satisfaction, team commitment, and team performance. In particular, empowering leadership among types of shared leadership behaviors was found to have a positive impact on team satisfaction, team commitment, and team performance. empowering leadership among the behavior types of vertical leadership was found to have a positive impact on team performance.
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Appears in Collections:
3. College of Nursing (간호대학) > Others (기타) > 2. Thesis
URI
https://ir.ymlib.yonsei.ac.kr/handle/22282913/166295
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