An Examination of the Relationship between Nurses' Perceived Leadership Behaviors in their Managers and Their Attitudes to Change
An Examination of the Relationship between Nurses' Perceived Leadership Behaviors in their Managers and Their Attitudes to Change

Summary/Abstract: Purpose – The purpose of this study is to examine the connection between manager nurse's leadership styles and employees' attitudes toward change. Design/methodology/approach – This research was conducted with structural equation model, which is one of the quantitative research methods.The study conducted with 222 nurses working in three state hospitals in two towns in the south of Turkey. Data were collected using the Leadership Behavior Questionnaire and the Attitude towards Change Scale. Statistical analyses of the data were performed using SPSS Statistics Base version 23. The correlation between the Leadership Behavior Questionnaire and Attitude to Change Scale was analyzed using Pearson (r) correlation analysis. For structural equation modeling (SEM) analysis and testing research hypotheses AMOS 21 program was used. Findings – Nurses' perceived leadership score averages were found to be highest in the "Task Oriented Leadership" sub-dimension and the lowest in the "Employee Oriented Leadership" sub-dimension. It was determined that the average score of the nurses' attitude towards change was positive. All leadership styles explained the results of change in a positive and meaningful way through the management style in change. Discussion – In the study, nurses' perception of their managers as more business-oriented leaders and lower mean score for employee and change-oriented leadership revealed the need to develop employee and change-oriented leadership skills of manager nurses.The results of the research show that the results of change will be more efficient if nurse managers create institutional policies and strategies for change. However, since nurses have resistance to change, it is important to develop knowledge, skills and attitudes for managers to cope with these resistances.

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