• The Relationship Between Self-Esteem and Leadership Effectiveness in Nursing

      Connor, Linda; Department of Nursing (1986-05)
      The purpose 9f this study was to determine the_relationship between self-esteem and l~adership effectiveness among selected nursing leaders. The principal research.question:was:. What is the relationship between self-esteem and 1_ eadershi p effectiveness among· selected nurse administrators? Subjects selected for inclusion in the study were a convenience sampla of 43 administ~ative personnel: Assistant Directors, Supervisors, and H_ead Nurses from three genera-l , acute care hospi ta 1 s in a southeast metropolitan area. This convenience sample was selected because data were available on their leadership effectiveness as perceived by self and one or more· subordinates.· These data were obtained· through the administration of the Leader Effectiveness and Adaptability Description-Self and Other {_LEAD-Self and LEAD-Other} Tool: developed by Hersey and Blanchard. The comBined self and other scores for leadership effectiveness were used as the dependent variable. To obtain self-esteem scores, the Texas Social Behavi9r Inventory (TSBI) developed by Helmreich, Stapp, and Ervin, was administered to the 43 eligible subjects. Thirty-one usable returns were obtained from respondents who thus constituted the sample population. The self-esteem scores obtained from the TSB I were used as the independent var1'ab 1 e. Analy~is of data was conducted. using Pearson product moment coefficients to compute correlations betwe~n self-esteem and leadership v effectiveness. Correlations indicated no systematic relatiqnship between self-esteem and leadership effectiveness as perceived 5y self and others . . in the study sample. Additional findings suggested tflat ther:e was no correlation between self~esteem and self-perceived leadership effect i vene.ss; that nurse 1 eaders' views of their own 1 eadershi p effectiveness did not correlate with·the views of their subordinates; and that there was no relationship between leader self-estee~ and leadership ·effectiveness as perceived by others. These findings suggest that one's rea 1 1 eadershi p effectiveness is somewhere between the 1 eaders •· perceptions of their effectiveness and the followers' perceptions of their leaders' effectiveness.
    • The relationships of role conflict, role ambiguity, and sense of coherence among head nurses

      Towner, Susan Batchelor; School of Nursginh (1988-11)
      The Relationships of Role Conflictp Role Ambiguity, and Sense of Coherence Among Head Nurses ( u--·nde·r the .. direction of DR. NANCY MCCAIN) The purpose of this descriptive correlational study ~as to ascertain if a relationship existed between head nurses' perceived· role conflict, role ambiguity, and sense of coherence. The theor~tical framework for the study was ba.sed on the Kahn et .al. ( 1964) ro 1 e episode model and Antonovsky's (1987) concept of sense of coherence. The subjects were _·cQmprised of a convenience sample of 30 head nurses in a southeastern metropolitan area Veteran's Administration Hospital who participated in a management development course. Data were collected with the use of a demographic data- questionnaire, Rol~ Conflict and Ambiguity Scale by Rizzo et al. (1964)p and Sense of Coherence Scale by Antonovsky (1987) during the first in the series of management development classes to measure perceived levels of role conflict, subtypes of role conflict, and role ambiguity as well as the level of sense of coherence. Secondary analysis was chosen as a means for obtaining da~a to determine if there were correlations among the variables, using the Pe~rson product-moment technique·. A sign1ficant (R :~ ~05) negative correlation (~ = -.46) was tound b~tween sen~e of eoh~rence and role ambiguity~ Other significant f~ndings included a nega~ive correlation between person~role conflict and highest ~ducational lev~l attai~ed. 1~ ~. ~··~?) and positive correlations between years in current position and intra-sender role confli~t (~ = .31), job satisfaction and person-role conflict (~ = .38)9 intra-sender role· conflic~ and job satisfactiori (~ = .37), and role ambiguity and job satisfaction (~ = .51), as well as with sense of coherence and· years in current position(~= .33).