| Following the manuscript style, this dissertation aimed to gain a better understanding of licensed nursing home administrators' (LNHAs) leadership styles, characteristics of long-term care (LCC) facilities, and their associations with the implementation of person-centered care (PCC) in the LTC setting. The first manuscript is a narrative review of the literature addressing theoretical relationships between staff and job satisfaction, job-related stress, staff turnover, and staff outcomes in PCC environments through the utilization of Cohen-Mansfield's (1995) comprehensive occupational stress model. The review also examined the associations between PCC practices and job satisfaction among staff working in LTC organizations. The second manuscript is an integrated review of the role of leadership throughout the implementation of PCC in the LTC setting. The purpose was to identify the most influential agents of successful PCC implementation. The third manuscript is the final dissertation study which examined associations between the implementation of PCC, LNHAs' leadership styles, and LTC facility characteristics. This study was the first to attempt to identify the associations between NHAs' leadership styles and the degree of PCC implementation, as well as the predictability of PCC implementation specific to other associated factors. LNHAs (n=133) serving as Administrator of Record in New York State participated in this study. Correlational analysis indicated that Transformational and Transactional leadership styles correlated positively while Passive Avoidant leadership correlated negatively with PCC implementation. Regression analysis showed that, among the eight variables included, only staff motivation significantly predicted PCC implementation (beta = .25, p < .05), while willingness to choose one's own facility for nursing home placement was found to be marginally significant (p < .10). The regression model was significant F (8, 91) = 10.24, p < .001 and explained 42.8% of the variance. |
