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Leadership styles among nurses: a cross-sectional analysis within the full range leadership framework

2026-04-01Artigo de investigação Acesso aberto
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dc.contributor.authorMoreira, Cátia
dc.contributor.authorMoutinho, Pedro
dc.contributor.authorAlves, Paulo
dc.contributor.authorMota, Liliana
dc.date.accessioned2026-05-05T16:27:18Z
dc.date.available2026-05-05T16:27:18Z
dc.date.issued2026-04-01
dc.description.abstractBackground/Objective: Leadership in nursing has been conceptualized as a multidimensional construct influencing organisational functioning and professional practice. Within the Full Range Leadership Model, leadership comprises transformational, transactional, and passive–avoidant dimensions that may coexist within individuals. This study aimed to examine how leadership dimensions coexist and interact among nurses and to explore their associations with professional characteristics within the FRLM framework. Methods: A cross-sectional quantitative study was conducted between November and December 2024 among 141 Portuguese nurses affiliated with a professional association dedicated to nursing leadership. Leadership behaviours were assessed using the Multifactor Leadership Questionnaire. A non-probability convenience sampling strategy was used. Descriptive and inferential analyses were performed using SPSS. Results: Transformational leadership emerged as the predominant behavioural pattern (M = 3.17, SD = 0.38), followed by transactional leadership (M = 2.51, SD = 0.46), with minimal laissez-faire behaviours (M = 0.83, SD = 0.50). Managers demonstrated significantly higher transformational scores (mean difference = 0.16, p = 0.018) and lower laissez-faire scores (mean difference = −0.27, p = 0.01) than specialists. Transformational leadership was positively correlated with transactional leadership (r = 0.309, p < 0.01) and negatively correlated with laissez-faire behaviours (r = −0.339, p < 0.01). Conclusions: The findings indicate a predominant transformational leadership profile among nurses, accompanied by complementary transactional behaviours and low passive–avoidant tendencies. The observed correlations support a dimensional interpretation of leadership consistent with the Full Range Leadership Model. These findings provide descriptive insight into leadership patterns within this nursing sample and may inform leadership development initiatives in comparable healthcare contexts.eng
dc.identifier.doi10.3390/nursrep16040141
dc.identifier.eid105037215381
dc.identifier.other0f257d1e-2c39-4641-b29a-193e00c873cc
dc.identifier.pmcPMC13118296
dc.identifier.pmid42042668
dc.identifier.urihttp://hdl.handle.net/10400.14/57652
dc.identifier.wos001751219800001
dc.language.isoeng
dc.peerreviewedyes
dc.publisherMDPI
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.subjectLeadershipeng
dc.subjectNursingeng
dc.subjectLeadership styleseng
dc.subjectFull range leadership modeleng
dc.subjectTransformational leadershipeng
dc.titleLeadership styles among nurses: a cross-sectional analysis within the full range leadership framework
dc.typeresearch article
dspace.entity.typePublication
oaire.citation.issue4
oaire.citation.volume16
oaire.versionhttp://purl.org/coar/version/c_970fb48d4fbd8a85

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