Cullen, Patricia L.
Rueckert-Hartman College for Health Professions
Doctor of Nursing Practice
Loretto Heights School of Nursing
Thesis - Open Access
Number of Pages
The goal of this study was to compare the perceptions of support staff in primary care clinics, comparing those perceptions between a clinic with charge nurses versus one with a non-clinical administrative unit manager. Staff participated in an anonymous online survey using the Multifactor Leadership Questionnaire Rater 5X (short), which measured the three scales and nine subscales of full range leadership theory. Few studies were found in the literature which focused on full range leadership as developed by Bass & Avolio (1989). The majority of studies within the discipline of nursing focus on Transformational Leadership only, ignoring the characteristics of Transactional Leadership, or even the non-leadership scale, Passive-Avoidant. It was also discovered that nurses are thrust into leadership roles without proper prior education or experience, which can lead to burn-out and lack-luster performance (McCallin & Frankson, 2010). Findings demonstrated differences in perception primarily in transactional leadership, with staff viewing the unit manager as providing more coaching and support, and passive-avoidant leadership, with the charge nurses viewed as dealing with problems only once they become problems, rather than preventing them from occurring. For the scale of transformational leadership, there was no perceptible difference between the two types of leaders. Implications for future practice include the development of leadership educational programs from both clinical and non-clinical leaders, and repeat measurement of staff perception.
Date of Award
© Dierdre A. Gilliam
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Gilliam, Dierdre A., "Evaluation of Leadership Changes in Adult Primary Care" (2015). Student Publications. 692.