Transformational and transactional leadership behaviors: Building a bridge across the chasm of perception

Leadership styles influence leadership outcomes. The transformational and transactional leadership model was used as the conceptual framework for this action research study, which sought to determine if there was a perception gap with leadership behaviors between nurse managers and nurses. Quantitative data was collected using the online version of the Multifactor Leadership Questionnaire. Sample population consisted of 13 nurse managers and 180 clinical coordinators and charge nurses working at a not-for-profit healthcare system in Oregon. Findings revealed a strong positive correlation with idealized behaviors (r = 0.71) and intellectual stimulation (r = 0.77) and nurses' level of education. There was a perception gap with these two transformational behaviors, 1.6 and 1.0 respectively. There was a strong positive correlation with leadership outcomes and many of the transformational and transactional leadership behaviors. There was a weak positive correlation with outcomes and passive avoidant behaviors. These findings supported previous research on the perception of leadership behaviors. Nurse managers attended a presentation on leadership styles, which included servant leadership. Qualitative data was collected during the interviews with nurse managers. An analysis revealed employees were recognized during rounding and in newsletters; change was communicated through emails, safety huddles, and in person; and unit councils were utilized to gather opinions before decisions were made. Future recommendations included repeating the study but expanding the timeline; continue identifying opportunities for leadership development; focus future research on one leadership behavior; broaden the study to include nursing directors; and continue to improve the system's leadership development program.