Annotated Bibliography: Leadership and Job Satisfaction in Nursing

This annotated bibliography provides a comprehensive overview of leadership models within the nursing and healthcare sectors. It begins with an analysis of an article exploring the situational leadership model's effectiveness, highlighting the importance of leadership training for improved staff satisfaction and patient care. The bibliography then examines transformational leadership, discussing its four components and its application in nursing practice, though it critiques the article's lack of structure and conclusive results. The final article focuses on servant leadership as a potentially effective model for healthcare, emphasizing its role in improving patient care and addressing the challenges of the current healthcare system. The annotations evaluate the methodologies, strengths, and limitations of each source, providing insights into the complex relationship between leadership styles, job satisfaction, and the overall quality of healthcare delivery. The bibliography concludes by emphasizing the need for further research and the importance of adapting leadership approaches to meet the evolving demands of the healthcare environment.

Running head: ANNOTATED BIBLIOGRAPHY
ANNOTATED BIBLIOGRAPHY
Name of the Student
Name of the University
Author Note

1ANNOTATED BIBLIOGRAPHY
CARLOS DO REGO FURTADO, L., DA GRAÇA CÂMARA BATISTA, M., and JOSÉ
FERREIRA SILVA, F. 2011. Leadership and job satisfaction among Azorean hospital
nurses: an application of the situational leadership model. Journal of Nursing
Management, 19(8), 1047–1057.
The article is based on the study and understanding the leadership model used by the
nursing manager’s leadership process and behaviour. On this context the article argued on the
effectiveness on the situational leadership model and the deconstruction of the leadership
process into small segments. This helped the authors in determining the effectiveness of the
model. The process of the research developed based on the method of using the Leadership
Effectiveness and Adaptability Description questionnaire, developed by Hersey and
Blanchard. Other than this a job satisfaction instrument was also developed by the authors in
order to determine the factors of the satisfaction level of the staff. This process of the
research is dependent on the quantitative, descriptive, inferential and correlational study. This
study was done with the help of 266 participants who are nurses and managers form two
public Portuguese Azorean hospitals. This study resulted in the determination of the low level
of job satisfaction among the nurses and the staffs and the differences between the nurse
manger and the nursing staffs as well. However, there is a finding that revealed the factors of
leadership that states the relativeness of the staff satisfaction and the leadership. The authors
concluded that the nursing leadership is a complex process and inseparable from the job
satisfaction factor (Rizan and Das 2018). Hence, training of the nursing leaders would help in
the developing better staff satisfaction, nursing care and stronger leadership.
On the basis of this article it can be seen that the sampling and the method is effective
and the results were found accurately. The article is well structured and the language is
premium. On the other hand factor of using result tables and graphs also helped in the proper
determination of the hypothesis the authors developed as well. Hence, it can be stated that the

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article is a premium article and helpful in understanding about the leadership management in
the nursing sector. The situation model of nursing leadership highlighted here as the
ineffective leadership model in this article and the research result highlighted this factor
properly.
Doody, O., and Doody, C. M. 2012. Transformational leadership in nursing practice.
British Journal of Nursing, 21(20), 1212–1218.
This article is based on the theoretical review of the leadership model that effectively
work on the nursing process. The leadership model used here is the transformational
leadership model and the four stages of this model has been evaluated in this article as well.
The four stages of this leadership model are idealised influence, inspirational motivation,
intellectual stimulation and individual consideration. The authors stated that the nursing
organisations changes with time and situation. Hence, the nursing leaders should be
effectively flexible and also adaptive. Hence, on the context of this article the
transformational leadership theory is very much effective in the process of the nursing
management and also providing premium health care. The transformational leaders would be
effectively motivate the staffs by inner values and ideas and that would be effective in the
process of the development of the nursing staffs in the positive direction. On this context it
can also be stated that the aspect of the nursing leadership would be satisfactory if the
adaptation of the leaders to the requirement addresses all the issues.
The process of the article research is review process and there is no sampling method
or research methodology described in the article. On the other hand the article is not well
structured and also the review process has not been properly described as well. Thus it can be
stated that the article is not properly structured and not even properly concluding on any
specific factor of the leadership model. It is only the description of the transformational
leadership model (Denis and van Gestel 2016). On this context it can be stated that the factor

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of the development of the article is not perfect and also the article is only one leadership
model description. Hence, the article cannot be stated as a proper article. The process of the
article development is not followed here. There is no effective result also that can be able to
conclude on the effectiveness of the transformational leadership model. Hence, it can be
stated that the article is up to the mark and failed provide proper knowledge about the nursing
leadership model and also the description of the transformational leadership model is
ineffective as the article is not properly structured or researched on this topic.
Trastek, V. F., Hamilton, N. W., and Niles, E. E. 2014. Leadership Models in Health
Care—A Case for Servant Leadership. Mayo Clinic Proceedings, 89(3), 374–381.
The article is based on the effective leadership model finding in the health care sector.
The authors highlighted that the factor of the health care is unsustainable in the present
situation and the customer satisfaction is less as the customer seek low cost and high quality
care and that is the factor which is lacking in the health care system. Hence, the leadership of
the health care set up should be strong and effective in order to provide the proper care to the
patients. On the other hand the variety of stakeholders would be the aspect also which should
be assessed and considered. The factor of the leadership would be effective and strong in
order to provide the proper care and also effectively control the staff values in the process of
care. Hence, the article states that the factor of the servant leadership model is the most
effective model of leadership in this process. The article has been developed with the help of
the comparison method that is the comparison of the effectiveness of different leadership
model and on the basis of the comparison of the values of different leadership model and also
the effectiveness of each leadership model the process of the most effective one has been
chosen. Hence, the conclusion is not the properly developed as the comparison different
leadership model is not the proper process of the leadership effectiveness measurement.

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The factor of this article is not complete as there is no primary research has been
conducted. On this context it can be stated that the requirement of the proper sampling and
different population would be considered for relevant research design and also the proper
research on this factor as well. The research would be designed on the basis of the
quantitative data collection and that would be more effective in the knowledge development
about the factor of the effectiveness of the leadership model of the health care. On the other
hand the aspect of the leadership should be described more accurately in the article. The
language of the article is good. However, the factor of the research would be requiring the
literature review or quantitative and qualitative research process. On this context it can be
stated that the article should be developed on the basis of the proper sampling and that would
be helpful in the process of the development proper conclusion as well. The factor of the lack
of the conception in the process of the article development for the leadership management
effectiveness in the health care system would be required (Hargett et al. 2017).

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Bibliography
CARLOS DO REGO FURTADO, L., DA GRAÇA CÂMARA BATISTA, M., and JOSÉ
FERREIRA SILVA, F. 2011. Leadership and job satisfaction among Azorean hospital
nurses: an application of the situational leadership model. Journal of Nursing Management,
19(8), 1047–1057.
Denis, J.L. and van Gestel, N., 2016. Medical doctors in healthcare leadership: theoretical
and practical challenges. BMC health services research, 16(2), p.158.
Doody, O., and Doody, C. M. 2012. Transformational leadership in nursing practice. British
Journal of Nursing, 21(20), 1212–1218.
Hargett, C.W., Doty, J.P., Hauck, J.N., Webb, A.M., Cook, S.H., Tsipis, N.E., Neumann,
J.A., Andolsek, K.M. and Taylor, D.C., 2017. Developing a model for effective leadership in
healthcare: a concept mapping approach. Journal of healthcare leadership, 9, p.69.
Rizan, C. and Das, P., 2018. Mind the change management theory-practice gap!. British
Journal of Healthcare Management, 24(2), pp.97-99.
Trastek, V. F., Hamilton, N. W., and Niles, E. E. 2014. Leadership Models in Health Care—
A Case for Servant Leadership. Mayo Clinic Proceedings, 89(3), 374–381.