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Leadership Styles Among Nurses: A Cross-Sectional Analysis Within the Full Range Leadership Framework.

Cátia Moreira1, Pedro Moutinho2, Paulo Alves1

  • 1Center for Interdisciplinary Research in Health, Faculty of Health Sciences and Nursing, Universidade Católica Portuguesa, 4169-005 Porto, Portugal.

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Summary

Nurses predominantly exhibit transformational leadership, complemented by transactional behaviors and minimal passive-avoidant tendencies. This aligns with the Full Range Leadership Model, offering insights for nursing leadership development.

Keywords:
full range leadership modelleadershipleadership stylesnursingtransformational leadership

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Area of Science:

  • Nursing Leadership
  • Organizational Psychology
  • Healthcare Management

Background:

  • Leadership in nursing is a multidimensional construct impacting organizational functioning and professional practice.
  • The Full Range Leadership Model (FRLM) categorizes leadership into transformational, transactional, and passive-avoidant dimensions.
  • Understanding the coexistence and interaction of these dimensions among nurses is crucial for effective leadership.

Purpose of the Study:

  • To examine the coexistence and interaction of leadership dimensions among nurses within the FRLM framework.
  • To explore the associations between leadership dimensions and professional characteristics in nursing.
  • To provide descriptive insights into leadership patterns in a Portuguese nursing sample.

Main Methods:

  • A quantitative, cross-sectional study was conducted with 141 Portuguese nurses.
  • The Multifactor Leadership Questionnaire (MLQ) assessed leadership behaviors.
  • Descriptive and inferential statistical analyses were performed using SPSS.

Main Results:

  • Transformational leadership was the predominant pattern (M = 3.17), followed by transactional leadership (M = 2.51), with minimal laissez-faire behaviors (M = 0.83).
  • Managers showed significantly higher transformational and lower laissez-faire scores than specialists.
  • Transformational leadership positively correlated with transactional leadership (r = 0.309) and negatively with laissez-faire behaviors (r = -0.339).

Conclusions:

  • Nurses exhibit a predominant transformational leadership profile, supported by transactional behaviors and low passive-avoidant tendencies.
  • The observed correlations support a dimensional interpretation of leadership consistent with the FRLM.
  • Findings offer insights for leadership development initiatives in nursing and comparable healthcare settings.