Background: Research suggests that medical/surgical nurses have lower job satisfaction than nurses in other areas. Research also reports that 80% of nurses will experience bullying in their careers and that leadership style has a significant impact on the organizational work environment. Authentic leadership is a relatively new concept, which has been linked to increased job satisfaction and decreased bullying. Although job satisfaction has been widely explored, the relationship between job satisfaction, bullying, and authentic leadership in medical-surgical nurses has not been studied. Therefore, purpose of this thesis study was to use the Organizational Framework for Predicting Nurse Retention to explore the relationship between workplace bullying, job satisfaction, and authentic leadership among medical-surgical nurses. Methods: As part of a larger study, a cross-sectional survey was utilized (N=317). Invitations to participate were sent to all medical-surgical nurses in Manitoba, via the College of Registered Nurses of Manitoba. Results: The findings revealed that an alarming 43% of nurses had been reportedly bullied (occasionally/ severely) at work. However, 65% of the participants reported overall job satisfaction (i.e., satisfied/ very satisfied) and rated their managers as relatively authentic. While bivariate and multivariate regression analysis revealed significant relationships among the three main study concepts, control/autonomy emerged as a central and common influencing factor. Discussion: Based on these findings, control/autonomy is key factor in the medical-surgical nursing environment. Therefore, strategies to decrease bullying and increase job satisfaction should focus on developing authentic leadership in nurse managers and increasing perceived control and autonomy for nurses working in medical-surgical areas. Further studies with more diverse nursing populations are needed to support this novel research evidence. / October 2015

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2006. / Title from title screen (site viewed on Sept. 12, 2006). PDF text of dissertation: 171 p. : ill. ; 1.18Mb. UMI publication number: AAT 3208082. Includes bibliographical references. Also available in microfilm, microfiche and paper format.

Thesis (Ph. D.)--University of Texas at Austin, 1999. / Vita. Includes bibliographical references (leaves 265-287). Available also in a digital version from Dissertation Abstracts.

Thesis (Ph.D.)--University of the Incarnate Word, 2007. / Adviser: Absael Antelo. Includes bibliographical references.

Thesis (M.P.H.M. (Primary Health Care Management))--Mahidol Unversity, 2004.

Thesis (Ph. D.)--University of California, Riverside, 2009. / Includes abstract. Includes bibliographical references (leaves 33-42). Issued in print and online. Available via ProQuest Digital Dissertations.

Existing literature indicates that transformational leadership, job satisfaction, organizational commitment, and organizational citizenship behavior are very important for effective organizational functioning. Previous research on citizenship behaviors made limited contribution to the literature, since it mainly did not consider the relationships between transformational leadership and organizational citizenship behaviors together with the influences of job satisfaction and organizational commitment. This study tried to test a new model of the relationships among transformational leadership, job satisfaction, organizational commitment, and organizational citizenship behaviors. The main purpose of the study was to investigate the influences of transformational leadership on organizational citizenship behaviors. The second purpose of this study was to investigate the mediating effect of job satisfaction and organizational commitment on the relationship transformational leadership and organizational citizenship behaviors. A survey was conducted in a public bank with 148 participants. The employees rated the items that measured transformational leadership, job satisfaction, and organizational commitment, and organizational citizenship behavior. After the outlier analyses, 137 cases were left for further study. Hierarchical regression analyses were performed on the data to test the relations of the variables. In line with the expectations, transformational leadership, job satisfaction and organizational commitment predicted organizational citizenship behaviors. Moreover, affective commitment and normative commitment partially mediated the relationship between transformational leadership and organizational citizenship behavior. Contrary to the expectations, job satisfaction did not mediate the relation between transformational leadership and organizational citizenship behavior.

<p>U radu su prikazani rezultati istraživanja uticaja etiĉnog pona&scaron;anja lidera (EL) na pojedine individu- alne i organizacione performanse, u preduzećima u Srbiji. Konkretno, istraživanje obuhvata ispitivanje uticaja etiĉnog pona&scaron;anja lidera (EL) na zadovolj- stvo poslom (JS), organizacionu posvećenost (OCM), finansijske performanse (FP), zadovoljstvo komunikacijom CS) i organizaciono uĉenje (OL). Pored toga, ispitana su moderatorna dejstva ĉetiri moderatora: LMX4 - profesionalnog respekta prema lideru (LMX dimenzija), ITW4 poverenja u akcije menadžmenta (dimenzija meĊusobnog poverenja na poslu) pola ispitanika i godina starosti ispitanika, na odnos etiĉnog pona&scaron;anja lidera i posmatranih performansi. Podaci su dobijeni anketriranjem N = 380 srednjih menadžera iz 102 preduzeća u Srbiji. Od metoda statistiĉke obrade podataka kori&scaron;ćeni su: deskriptivna statistika, korelaciona analiza, regresi- ona analiza, i hijerarhijska regresiona analiza za ispitivanje moderatornog dejstva.<br />Osnovni zakljuĉci istraživanja uticaja etiĉnog pona- &scaron;anja lidera na zadovoljstvo poslom, organizacionu posvećenost i finansijske performanse su: 1. Dimenzije etiĉnog pona&scaron;anja lidera koje imaju najveći uticaj na posmatrane performanse su: Skala etiĉkog liderstva (EthicalLeadershipScale), kao generalna dimenzija, Podela moći, Orijentacija na ljude i po&scaron;tenje (Power sharing, People orientation and Fairness). 2. Visoko etiĉno pona&scaron;anje lidera naj- vi&scaron;e doprinosi sledećim dimenzijama zadovoljstva poslom: zadovoljstvo platom, &scaron;anse za napredovanje i dodatne privilegije. 3. Od finansijskih stavki (fina- ncial performance items), visoko etiĉno pona&scaron;anje lidera najvi&scaron;e utiĉe na produktivnost i profitabilnost. 4. Etiĉno pona&scaron;anje lidera ima snažniji pozitivan uticaj na organizacione performanse nego na finan- sijske performanse. 5. Kada su u pitanju moderatori LMX4 &ndash; profesionalni respekt prema lideru (LMX dimenzija) i ITW4 &ndash; poverenje u akcije menadž- menta (dimenzije meĊusobnog poverenja na poslu), zakljuĉak je da kod oba moderatora postoji sliĉan smer delovanja moderacije: u nepovoljnim uslovima (niska struĉnost lidera / nedostatak poverenja u<br />strategijsko delovanje lidera) etiĉno pona&scaron;anje lidera ima znatno veći uticaj na posmatrane performanse.<br />Osnovni zakljuĉci istraživanja uticaja etiĉnog pona&scaron;anja lidera na zadovoljstvo komunikacijom i organizaciono uĉenje su: 1. Etiĉno pona&scaron;anje lider- stva ima dvostruki uticaj: a) pojedinaĉni, liĉni, ljudski, koji vi&scaron;e deluje na zadovoljstvo komuni- kacijom, i b) organizacioni, sistemski, koji vi&scaron;e deluje na organizaciono uĉenje. 2. Postoji izraženo pozitivno prediktivno dejstvo dimenzija etiĉnog pona&scaron;anja liderana dimenzije zadovoljstva komunikacijom i dimenzije organizacionog uĉenja. 3. Moderatorno dejstvo pola ispitanika na posmat- rane odnose je veoma slabo. Kod žena postoji snažniji pozitivan uticaj dimenzija etiĉnog pona&scaron;anja lidera na posmatrane performanse, dok je kod mu&scaron;karaca taj uticaj pozitivan, ali slabiji. 4. Moderatorno dejstvo godina starosti ispitanika na posmatrane odnose snažno je izraženo kod pojedinih dimenzija zadovoljstva komunikacijom, dok je kod dimenzija organizacionog uĉenja veoma slabo. Kod starijih srednjih menadžera postoji snažniji pozitivan uticaj dimenzija etiĉkog pona&scaron;anja lidera na posmatrane performanse, dok je kod mlaĊih srednjih menadžera ovaj uticaj pozitivan, ali slabiji.</p> / <p>The paper presents the results of the study of the influence of the leader&#39;s ethical behavior on individual and organizational performance in enterprises in Serbia. Specifically, the study consists of the examination of the (EL) influence on job satisfaction (JS), organizational commitment (OCM), financial performance (FP), satisfaction with communication CS) and organizational learning (OL). In addition, best of theseaspects have been examined: (LMX dimension). ITW4 trust in the<br />management actions (dimension of mutual trust at work), gender and age of examiness, ethical behavior of leaders to bserved performance ratio. The data were obtained by interviewing N = 380 middle managers from 102 companies in Serbia according to methods of statistical data processing that were used: descriptive statistics, correlation analysis, regression analysis, and hierarchical regression analysis for testing moderating facts. The main conclusions of research on the effect of ethical behavior of leaders in job satisfaction, organizational commitment and financial performance are: 1. The observeddimensi- ons of ethical behavior of leaders that have the greatest influence on performance are: Skala ethical leadership (Ethical Leadership Scale), as a general dimensions, division of power, Orientation to people and to honesty (Power sharing, People orientation and Fairness). 2. The high ethical behavior of the leader contributes most to the following dimensions of job satisfaction, satisfaction with salary, chances for advancement and additional privileges. 3. As for financial performance items, the high ethical behavior of the leader has the greatest influence on productivity and profitability. 4. The ethical behavior of a leader has a stronger positive impact on organizational performance than on financial one. 5. When it comes to moderators LMX4 - professional respect for the leader (LMX dimension) and ITW4 - confidence in management actions (the dimensions of mutual trust at work), the conclusion is that both moderators have a similar direction of moderation: under unfavorable conditions (low The competence of the leader / lack of confidence in the strategic performance of the leaders) the ethical behavior of the leader has a significantly greater impact on the observed performance. The basic conclusions of the study of the influence of the leaders&#39; ethical behavior on communication satisfaction and organizational learning are: 1. Ethical leadership behavior has a twofold effect: a)individual, personal, human, which no longer improves the pleasure of communication, and b) organizational, systemic, which no longer works on organizational learning. 2. There is a strong positive predictive effect on the dimension of the<br />ethical behavior of the leader on the dimensions of communication satisfaction and the dimension of organizational learning. 3. The moderate effect of half the respondents on the observed relationships is very poor. In women, there is a stronger positive impact on the dimensions of the ethical behavior of the leader on the observed performances, while in men this effect is positive, but weaker. 4. The moderate effect of the age of the examinees on the observed relationships is strongly expressed in certain dimensions of satisfaction with communication, while in the dimensions of organizational learning it is very weak. In older middle managers there is a stronger positive impact dimensions of ethical behavior of leaders on observed performance, while in the younger middle ones, the impact is positive, but weaker.</p>