Leadership performance of nursing supervisors at two organizational levels

Abstract

INVESTIGATED THE RELATIONS OF LEADER STYLE AND BEHAVIOR TO WORK-GROUP PERFORMANCE AND SUBORDINATE JOB SATISFACTION FOR 22 1ST- AND 8 2ND-LEVEL NURSING SUPERVISORS IN A VETERANS ADMINISTRATION HOSPITAL OF 1680 BEDS. TASK ORIENTED (LOW LEAST PREFERRED COWORKER-LPC) LEADERS RECEIVED HIGHER PERFORMANCE RATINGS AT THE 1ST LEVEL OF SUPERVISION, WHILE RELATIONSHIP ORIENTED (HIGH LPC) LEADERS PERFORMED BETTER AT THE 2ND LEVEL. SUBORDINATE'S JOB SATISFACTION WAS POSITIVELY RELATED TO LEADER CONSIDERATION AT BOTH LEVELS OF SUPERVISION. INITIATING STRUCTURE LEADER BEHAVIOR CONTRIBUTED TO HIGH SUBORDINATE JOB SATISFACTION AT THE 1ST LEVEL OF SUPERVISION BUT LOW SUBORDINATE JOB SATISFACTION AT THE 2ND LEVEL. (26 REF.) (PsycInfo Database Record (c) 2025 APA, all rights reserved)