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Title: Leadership styles and brain dominance in lead nurses : an educational management tool
Author: Reiss, Shoshanna Hackman
Awarding Body: University of Leicester
Current Institution: University of Leicester
Date of Award: 2006
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The purpose of the study: This study explores the relationships between personal brain dominance cognitive styles and leadership styles based on the idea that focusing on brain dominance one can have the ability of enforcing less dominant functions. This might be important in the development of nurse leadership, which will include brain functions influence nurses knowledge and dispositions for management styles. Knowledge gained may help to focus energies, improve processes and assist nurse managers in setting standards that are realistic, effective and efficient. Hopefully, in the future, results will be used as a tool, helping to focus on the positive factors recommended in purpose to increase staff satisfaction and organisational commitment. Increased insight into relationships may lead to improvements in nursing education. Instrumentation: The full range of leadership styles applying the Multifactor Leadership Questionnaire 5x (MLQ); transformational leadership, transactional leadership and outcomes and the Herrmann Brain Dominance Instrument (HBDI) as perceived by nurses – First Line Mangers. Method: The study was conducted at a major metropolitan teaching hospital in Israel affiliated to a major medical school with a long history of medical and nursing education. Procedure: The questionnaires were handed to 80 First Line Nurse Managers that filled them use self-rating technique. Data analysis: Statistical analysis procedures were testing the hypothesis using descriptive statistics, t tests, analysis of variance, correlations and regressions. Results: 1. The findings strengthen the correlation between Brain Dominance and leadership styles. 2. It may be possible to predict leadership styles and outcomes. 3. The study sample used part of the transactional leadership styles sub-scales which are the active styles among the transactional leadership style sub-scales and the transformational leadership styles. .4. .The study sample is characterised as identifying right brain population as being predominant than the left brain population. Checking the main leadership styles group and outcomes reveal that the right brain population, are using more transformational leadership style and attain greater amounts of outcome measures. 5. First line managers are highly dominant in quadrant B and C and close to those quadrants, most of the remainder are located in quadrant D. There quadrant sections and their significance will be analysed in Chapter IV.
Supervisor: Mark, Lofthouse ; Paul, Cooper Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available