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problems to maintain current performance levels (Avolio et al., 1999). Laissez-faire previous termstylesnext term are similar in that they are conceptualized as passive avoidance of issues, decision-making and accountability (Avolio et al., 1999). Passive-avoidant previous termleadershipnext term tends to react only after problems have become serious to take corrective action, and often avoids making any decisions at all (Avolio et al., 1999). Transactional previous termleadershipnext term emphasize the transaction or exchange that takes place among leaders, colleagues and followers to accomplish the work (Bass and Avolio, 1994). Dissonant previous termleadershipnext term is characterized by pacesetting and commanding previous termstylesnext term that undermine the emotional foundations required to support and promote staff success (Goleman et al., 2002). Instrumental previous termleadershipnext term focuses on the strategic and task-oriented developmental functions of leaders (Antonakis and House, 2002). Initiating structure referred to the degree to which leaders articulate clear role expectations, create well defined communication channels and focus on tasks and attaining goals (Judge et al., 2004).

We were also specifically interested in examining the relationships between these various approaches to previous termleadershipnext term and outcomes for the nursing workforce and their environments. Based on our knowledge, experience and the literature, previous termleadershipnext term practices of formal nurse leaders and managers have been found to positively impact outcomes for organizations, patients (Wong and Cummings, 2007), and healthcare providers (Cummings et al., 2005 G.G. Cummings, L. Hayduk and C.A. Estabrooks, Mitigating the impact of hospital restructuring on nurses: the responsibility of emotionally intelligent previous termleadership,next term Nursing Research 54 (1) (2005), pp. 1-11.[Cummings et al., 2005], [Upenieks, 2002] and [Vitello-Cicciu, 2002]). Recently, Gilmartin and D'Aunno (Gilmartin and D'Aun, 2007) conducted a review of 60 studies in healthcare previous termleadershipnext term reporting that previous termleadershipnext term was positively and significantly associated with individual work satisfaction, turnover, and performance. Yet, we found no studies that systematically examined the findings of previous termleadershipnext term research in nursing, or synthesized findings of relationships between previous termleadershipnext term and desirable or undesirable outcomes.

Discussion:——结论

Transformational Leadership:——变革型领导

In 1978 Burns introduced the theory of Transforming Leadership. Burns identified transforming leadership as a process where, 'one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality' (1978, p. 20). Thus, transforming leadership, as conceived of by Burns, is an ethical, moral enterprise, through which the integrity of the organisation would be maintained and enhanced. Burns' theory has been further theorised and popularised through Bass's (1985) conception of transformational leadership. Fitting with Burns' theory, Bass identified transformational leader ship as a process by which followers trust, admire, and respect their leader, and are consequently motivated to do more than they were originally expected to do. How本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。