• The Journal of the Korea Contents Association
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• v.17 no.12
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• pp.308-318
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• 2017

The purpose of this study was to investigate the influence of the leadership of the top-leader and the mid-level leader on the care burden of care workers. A survey was conducted on 400 care workers working in long-term care facilities in Seoul and Gyeonggi area. We conducted a hierarchical regression analysis to grasp the effect of the leadership of top-leader and mid-level leader on the care burden of care workers. Monthly income of care workers was significantly associated with care burden. In next step, the leadership of the top-leader affected the care burden of care workers. But, In last model 3, only the leadership of mid-level leader affected the care burden with monthly income. This findings suggested that it is urgent to stabilize the salary level of care workers, and to develop the leadership skills of mid-level leader. The improved leadership of Mid-level Leader will help to reduce jop chaos for care workers.

• Journal of Korean Academy of Nursing Administration
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• v.3 no.1
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• pp.5-15
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• 1997

Today's rapidly changing healthcare environment and increasingly professional nursing practice indicate that identifying leadership characteristic of nursing leaders and executives is a vital importance in today' s time and also mandate innovative leadership for nursing service. Therefore, the purpose of this study is to examined the transformational, transactional leadership styles of the Nurse Administrators. The sample consisted of sixteen mid-level nurse administrators, fifty head nurses of 5 General Hospital. Data for this study was collected from Sep. 20 to 29 by Bass' MLQ Questionnaire. The data was analyzed by frequency, percentage, one-way ANOVA. Major findings are as follows : Appropriate one-way ANOVA tests revealed that the differences for transformational and transactional leadership styles of nurse executives, mid-level nurse administrators as perceived by their immediate subordinates were statistically significant(P<.05). The scores of transformational and contingent reward behaviors were declined of the mid-level nurse administrators. The transactional scores of nurse administrators were lower than transformational ones, which is a desirable findings. The result of this study, the mid-level nurses administrators were perceived as the highest transformational leader by their subordinates. The nurse executives received the lower transformational leadership scores than mid-leval administrators. These results were opposit to the previous studies. Leader can aspire to these qualities of transformational leadership, building on the more traditional transactional dimensions. We can think that transformational leadership suggests a direction for developing a creative and rewarding approach to the leadership of professionalnursing practice environments. More research on transformational qualities in nursing service and controlled designs would be desirable for nursing service administration.

• Journal of Korean Academy of Nursing
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• v.27 no.1
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• pp.228-241
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• 1997

Today's healthcare environment is changing, driven by demographic, environmental, social, political and technological forces. These rapidly changing healthcare environment and increasingly professional nursing practice indicate that identifying leadership characteristic of nursing leaders and executives is a vital importance in today's time and also mandate innovative leadership for nursing service. Therefore, the purpose of this study is to examined the transformational, transactional leadership styles of the Nurse Administrators. Also described are the relationships between these leadership styles and the job satisfaction. the organizational commitment of their subordinates. The sample consisted of sixteen mid-level nurse administrators, fifty head nurses and one hundred aid fifty-three staff nurses of 4 public & private University Hospitals and 1 General Hospital. Data for this study was collected from Sep. 20 to Oct. 5 by Questionnaire(Bass' MLQ, Job Satisfaction scale developed by Paula(1978), Organizational Commitment scale by Peter et at(1979). The data was analyzed by frequency, percentage, one-way ANOVA, Pearson's Correlation Coefficient with SPSS PC/sup ＋/ program. Major findings are as follows : Appropriate one-way ANOVA tests revealed that the differences for transformational and transactional leadership styles of nurse executives. mid-level nurse administrators, head nurses as perceived by their immediate subordinates were statistically significant(P<.05), The scores of transformational and contingent reward behaviors were declined of the mid-level nurse administrators, nurse executives. The transactional scores of nurse administrators were lower than trans- formational ones, which is a desirable findings. The result of this study, the head nurses were perceived as the highest transformational leader by their subordinates, and second was the mid-level nurse administrators. The nurse executives received the lowest transformational leadership scores from their subordinates. These results were opposit to the previous studies. And significant positive correlations were founded between transformational leadership including charisma, intellectual stimulation, individual consideration and contingent reward of nurse administrators and the job satisfaction, the organizational commitment of their subordinates. From the data, it can be concluded that transformational leadership style of nurse administrators promotes the job satisfaction, the organizational commitment of thier staff nurses. Therefore leader looks for potential motives in subordinates, seeks to satisfy higher need, and engages the full person of the subordinate resulting in a relationship of mutual stimulation and elevation.