Strong nursing leadership is needed to create and maintain a healthy and safe practice environment for both nurses and patients. Acute care hospitals are fundamentally complicated organizations where nurse leaders must answer to numerous stakeholders and meet performance goals across multiple levels of achievement such as quality, cost, and satisfaction. Furthermore, in a recent study of chief nursing officers it was found that 62% of nurse leaders plan to retire, leave the profession, or change jobs within the next five years (Jones, Havens, & Thompson, 2009). This scenario of change requires an in-depth look at options for optimizing the development of highly skilled nurse leaders. Transformational leadership is identified as an empowering leadership style that can be used within today's hospital and nursing environment to improve organizational outcomes (McGuire & Kennerly, 2006). Coaching is believed to encompass several key characteristics of transformational transactional leadership and may be an effective means of developing and/or expanding the leader's skills and of guiding leader development of followers (Humphreys & Einstein, 2003; Kowalski & Casper, 2007). Using a correlated, non-experimental design, this research study explored the relationships between transformational and transactional leadership, coaching, and the impact of the leader-follower coaching relationship on followers' work performance, job satisfaction, work relationships, and job commitment. The sample consisted of 53 chief nurse leaders in hospital organizations and 301 of their direct nurse reports. The Multifactor Leadership Questionnaire (5X - Short) developed by Bass and Avolio (1999), a researcher-developed Coaching Behavior Measure (Ellinger, Ellinger, & Keller, 2003), and four researcher-developed visual analogue surveys of work-related outcomes were used to measure the variables of interest. Data analysis revealed the nurse leaders were dominantly transformational and used coaching behaviors frequently. The coaching relationship of the leader-follower positively impacted the followers' work performance, job satisfaction, work relationships, and organizational commitment. Coaching was strongly related to all of the transformational factors and the transactional factor of contingency reward. Coaching was negatively related to transactional factors of management-by-exception (active) and (passive).

This book provides the most thorough view available on this new and intriguing dimension of workplace psychology, which is the basis of fulfilling, productive work. The book begins by defining work engagement, which has been described as ‘an opposite to burnout,’ following its development into a more complex concept with far reaching implications for work-life. The chapters discuss the sources of work engagement, emphasizing the importance of leadership, organizational structures, and human resource management as factors that may operate to either enhance or inhibit employee’s experience of work. The book considers the implications of work engagement for both the individual employee and the organization as a whole. To address readers’ practical questions, the book provides in-depth coverage of interventions that can enhance employees’ work engagement and improve management techniques. Based upon the most up-to-date research by the foremost experts in the world, this volume brings together the best knowledge available on work engagement, and will be of great use to academic researchers, upper level students of work and organizational psychology as well as management consultants.

Leaders face new challenges as they cope with changes in culture, technology and the workplace. In this edited volume, based on a conference at Claremont, scholars of leadership studies from three continents discuss the latest psychological research on interpersonal leader-follower relations. The book tackles the impact of distance - physical, interpersonal and social - on our organizations, governments and societies.

Transformational leadership has emerged as the dominant model for understanding how leaders impact affective and behavioral responses of their followers. The current study investigated the extent to which follower core self-evaluation (Judge et al., 1997) and affect-based trust in leadership impact the relationship between transformational leadership behaviors and work outcomes, such as follower job satisfaction, satisfaction with the leader, perceptions of job core characteristics, and organizational citizenship behaviors. Follower core self-evaluation was found to moderate the relationship between transformational leadership behaviors and follower job satisfaction and satisfaction with the leader. Affect-based trust in the leader was found to fully mediate the relationship between transformational leadership behaviors and follower job satisfaction and satisfaction with the leader and to partially mediate relationships with organizational citizenship behaviors and perceptions of core job characteristics. Practical and theoretical implications as well as future research directions are also discussed.

Transformational leaders inspire followers to perform beyond expectations and to become transformational leaders themselves. Research evidence shows that transformational leadership has positive effects on people, teams, organizations, and nations. In addition to producing higher levels of follower performance, transformational leadership results in increased follower satisfaction and commitment. However, there is still much to be learned about the complex set of antecedents that predict perceptions of transformational leader behaviors, and research is scarce regarding moderators that impact the relationship between leader behavior and follower outcomes. Most research regarding antecedents of transformational leadership has focused on leader personality and other individual differences, but there are other potential predictors not addressed in the literature, such as how the match between a leader and the situation influences transformational leadership. This study expanded upon previous research by examining the constructs of person-organization fit, person-job fit (demands-abilities and needs-supplies), and motivation to lead as predictors of transformational leader behavior. Because followers' fit with the situation may influence their receptiveness to transformational leadership, I also examined follower perceptions of person-supervisor fit and person-organization fit as moderators of the relationship between transformational leadership and follower outcomes. I hypothesized that these relationships would be stronger for those with higher levels of fit perceptions and recruited participants from multiple organizations to test the hypotheses. A sample of 215 leaders across 10 organizations provided self-report data regarding the proposed antecedents, as well as their personality characteristics, the need for change in their work unit, and the performance of their followers.

The majority of leadership theories and studies have tended to emphasize the personal background, personality traits, perceptions, and actions of leaders. From this perspective, the followers have been viewed as recipients or moderators of the leader's influence, and as vehicles for the actualization of the leader's vision, mission or goals. One of the major challengers of this dominant view was the late James R. Meindl. As an alternative to the leader-centric perspective on leadership, Meindl offered a follower-centric approach that views both leadership and its consequences as largely constructed by followers and hence influenced by followers' cognitive processes and inter-follower social influence processes. As a tribute to Jim Meindl and his contributions to the field of leadership studies, Information Age Publishing is releasing a book on follower-centered approaches to leadership. The book covers a wide variety of perspectives that acknowledge the active roles of followers in the leadership process. These include the psychoanalytical perspective, leadership categorization theory, social identity theory, the shared leadership approach, attribution of charisma through social networks, the role of the media in constructing images of the leader, the social construction of followership, vision implementation by followers and a post modern approach to followership. It is hoped that the volume will provoke readers to reflect upon and extend Jim Meindl's seminal work on followership. ars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.

This is the 10th anniversary edition, we seek to update the theoretical and empirical work and professional practice issues associated with transformational and charismatic leadership that have transpired over the past decade.