3.2 |
Learn, Empower, Achieve, Produce Survey—Leadership Behaviors Subscale (Temkin-Greener et al., 2009) |
The Leadership subscale of this survey contains 10 items of a total of 34 utilized in the instrument, which includes four other subscales that regard job satisfaction, organizational climate, work empowerment, and work effectiveness (Temkin-Greener et al., 2009)Items of this subscale explore a supervisor’s ability to inform, mentor, motivate, and support colleagues, resolve conflicts, clarify roles of the team, as well as consult and delegate in the respective work environment. This subscale has an acceptable internal consistency of 0.94 and has demonstrated very good reliability and validity elsewhere (Kiefer et al., 2005; Temkin-Greener et al., 2009) |
6.6 |
Measuring work environment and performance in nursing homes (Temkin-Greener et al., 2009) |
A three-dimensional measure developed to evaluate LTC setting nature and perceptions regarding work effectiveness (Temkin-Greener et al., 2009). Components of the 56-item total scale include a five-dimension scale regarding work environment and performance; a 12-item scale from the LEAP Leadership Behaviors subscale regarding management style and openness of supervisors to input from staff; and lastly, a questionnaire examining demographics, job details and design, and prior work experience (Temkin-Greener et al., 2009). Themes touched on by this measure are that of leadership, coordination and communication, conflict management, cohesion of the work group, and perceived work effectiveness. |
Direct Care Staff Survey Instrument
|
7.8 |
Measuring long-term care work: A guide to selected instruments to examine direct care worker experiences and outcomes. (Kiefer et al., 2005) |
A self-administered, 36-item and 11-subscale measure developed in an effort to measure physical and psychological strain in a variety of occupational environments (Marshall et al., 1991). Of the 11 subscales, five are concern factors, including: staff overload, dead-end job, hazard exposure, supervision, and discrimination in the workplace (Kiefer et al., 2005). Six reward factors exist: helping others, decision authority, challenge, supervisor support, recognition, and satisfaction with salary (Kiefer et al., 2005). This instrument is validated through confirmatory factor analysis. Scores are calculated per subscale by averaging 4-point Likert-type scale values. Interpretation of these values depends on the subscale: low values in concern factor subscales represent poorer outcomes from the workplace; high values in reward factor subscales are correlated with poorer outcomes related to stresses outside of the occupational environment (Kiefer et al., 2005) |
Job Role Quality Questionnaire, Supervision Subscales |
6.0 |
Characteristics of highly rated leadership in nursing homes using item response theory (Backman et al., 2017) |
A measure designed and tested in 13 countries to identify highly rated leadership features (Ekvall & Arvonen, 1994). With a 6-point Likert-type scale ranging from “completely disagree” to “completely agree,” completion of items can lead to a score range of 24 to 144. Higher scores represent the most effective leadership behaviors to bring about a more efficient and effective staff (Ekvall & Arvonen, 1994). This measure has been demonstrated to reveal the five-most highly-rated supervisory characteristics in a LTC context. They are as follows: willingness to experiment with new ideas, coaching and provision of direct feedback, controlling work closely, ability to rely on subordinates, and handling conflicts in a constructive fashion (Backman et al., 2017) |
Leadership Behavior Questionnaire©
|
8.6 (omitted due to cost) |
Turnover of regulated nurses in long-term care facilities (Chu et al., 2014) |
Initially developed for educational use, this scale is a 30-item measure consisting of five leadership practices. Characteristic of the transformational leadership style, it tests behaviors associated with modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. Scoring of this measure is completed on a 10-point Likert-type scale with options ranging from “almost never” to “almost always.” An abridging version is available, which has been used in research regarding nursing turnover in LTC settings (Chu et al., 2014; Tourangeau & McGilton, 2004). Further research is required to compile psychometric properties of this scale in nursing contexts (Tourangeau & McGilton, 2004). Must be purchased for use |
Leadership Practices Inventory: (Posner & Kouzes, 1994)
|
7.2 |
Nursing homes as complex adaptive systems: Relationship between management practice and resident outcomes (Anderson et al., 2003) |
The index developed by Roberts and O’Reilly (1974) consists of 35 items that cover 12 subscales. Such subscales are as follows: trust, influence, mobility, desire for interaction, directionality (upward, downward and lateral), accuracy, summarization, gatekeeping, overload, and satisfaction (Roberts & O’Reilly, 1974). Items are scored on a 7-point scale ranging from “definitely false” to “definitely true” (Anderson et al., 2003). This measure has been used in a variety of occupational settings, including LTC (Anderson et al., 2003) |
Perceptions of management practices(subscales from Roberts & O’Reilly, 1974)
|
9.0 (omitted due to cost) |
Employee effort-reward balance and first-level manager transformational leadership within elderly care (Keisu et al., 1999). |
A 45-item measure that explores transformational, transactional and passive avoidant leadership styles (Avolio & Bass, 2002). It is offered in 30+ languages. The six factors examined in this instrument include charisma, individualized consideration of followers, contingent reward, intellectual stimulation, active management, and passive-avoidant leadership (Keisu et al., 1999). A 5-point Likert-style scale is utilized for item rating, with the lowest number representing “not at all,” and the highest number representing “frequently, if not always.” Must be purchased for use (Avolio & Bass, 2002) |
Multifactor Leadership Questionnaire (5x-short)
|
6.2 |
Toward a mediation model for nurses’ well-being and psychological distress effects of quality of leadership and social support at work (Van der Heijden et al., 2017) |
A cross-sectional survey created to explore the psychological distress of nurses related to the quality of social support and leadership in their occupational workplace, inclusive of LTC settings (Van der Heijden et al., 2017). Nine subscales comprise of a total of 51 items. Five subscales regard the dependent variables of job satisfaction, worker satisfaction with salary, positive affectivity, burnout, and negative affectivity (Kristensen, 2000; Van der Heijden et al., 2009; Van der Heijden et al., 2017; Watson et al., 1988). Three subscales examine the independent variables of the quality of nursing leadership, social support from supervisor, and social support from colleagues (Kristensen, 2000; Van Der Heijden et al., 2009, 2017). One mediator exists as well for the factor of over-commitment (Siegrist, 1996;Van der Heijden et al., 2017). Likert-type scales are used for measuring each item, with the number of scale points varying between 4 and 10, dependent on the subscale. |
Social support from immediate supervisor (Van der Heijden et al., 2009) |
7.2 |
Leadership, staffing and quality of care in nursing homes (Havig et al., 2011)Leadership style was measured by a scale (Yukl Northouse and Bass & Stogdill)
|
A self-report questionnaire designed to examine the effects of task- and relationship-oriented leadership, staffing numbers and ratio of licensed/unlicensed nursing staff on the structure, process and outcome quality of care of LTC residents (Havig et al., 2011). Leadership style was measured by an index based off of selected items of other leadership resources (Bass & Stogdill, 1990; Northouse, 2001; Yukl, 2006). Item number varied by those surveyed: nine, eight, and seven items were completed by LTC staff, resident relatives, and field observers, respectively (Havig et al., 2011). All items were measured on a 7-point Likert-type scale ranging from “strongly disagree” to “strongly agree” (Havig et al., 2011) |