• 한국콘텐츠학회논문지
• /
• 제17권12호
• /
• pp.308-318
• /
• 2017

본 연구는 노인요양시설의 시설장과 중간관리자의 리더십이 요양보호사의 케어부담감에 어떠한 영향을 미치는지를 살펴보고자 했다. 서울과 경기지역의 노인요양보호시설에 근무하는 요양보호사 400명을 대상으로 조사가 이루어졌으며, 총 391명의 자료가 분석에 사용되었다. 시설장의 리더십과 중간관리자의 리더십이 케어부담감에 어떠한 영향을 미치는지를 단계적으로 파악하기 위해, 위계적 회귀분석을 실시하였다. 그 결과, 월평균소득은 요양보호사의 케어부담감에 유의한 영향을 미치고 있어, 요양보호사의 급여수준을 현실화 및 안정화 시키는 방안이 시급하게 요구되었다. 또한, 중간관리자의 리더십이 시설장의 리더십보다 크게 영향력을 미치고 있어, 중간관리자의 리더십이 실질적으로 요양보호사가 핵심직무인 케어서비스를 제공하는 데 있어 케어부담감을 감소시켜 줄 수 있는 것으로 나타났다. 이를 통해, 노인요양시설에서 실무자인 요양보호사에게 업무의 혼돈을 줄여주고 지속적으로 근무할 수 있도록 이끌어 주는 중간관리자의 현장실무리더십 개발이 시급함을 제안하였다.

• 간호행정학회지
• /
• 제3권1호
• /
• pp.5-15
• /
• 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.

• 대한간호학회지
• /
• 제27권1호
• /
• pp.228-241
• /
• 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.