Engaged subordinates often display a deep positive emotional connection with their work, are likely to go the extra mile to achieve organizational accomplishments. Leaders that engage in transformational leadership style and the contingent reward attribute of transactional leadership style tend to increase the value and significance of their work, resulting in subordinates to be intrinsically motivated via the perceptions of well-being. The importance of the transformational and transactional leadership styles in determining the nature of work environment is well documented and is of increasing significance to the retention of nurse educators. Two theories the Hagedorn Theory of Job Satisfaction (2000) and Bakker and Demerouti Job Demands-Resources (JD-R) Theory (2007) together with Bass and Avolio (2004) Full Range Leadership Model make up the theoretical frame of the study. Some conclusions from leadership models indicated that personality trait, the situation, leader member relations and power influence the practice of leadership.
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