Leadership Styles Among Nurses: A Cross-Sectional Analysis Within the Full Range Leadership Framework.

Background/Objective: Leadership in nursing has been conceptualized as a multidimensional construct influencing organisational functioning and professional practice. Within the Full Range Leadership Model, leadership comprises transformational, transactional, and passive–avoidant dimensions that may...

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Publicado en:Nursing Reports Vol. 16; no. 4; pp. 141 - 159
Autores principales: Moreira, Cátia, Moutinho, Pedro, Alves, Paulo, Mota, Liliana
Formato: research tables/charts Journal Article
Publicado: MDPI Apr2026
Acceso en línea:Ver este registro en EBSCOhost
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      dt: Apr2026
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      pub: MDPI
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        atl: Leadership Styles Among Nurses: A Cross-Sectional Analysis Within the Full Range Leadership Framework.
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          Moreira, Cátia
          Moutinho, Pedro
          Alves, Paulo
          Mota, Liliana
        affil: Center for Interdisciplinary Research in Health, Faculty of Health Sciences and Nursing, Universidade Católica Portuguesa, 4169-005 Porto, Portugal
      sug:
        subj:
          Nurse Managers Portugal
          Management Styles Evaluation
          Job Characteristics
          Conceptual Framework
          Human
          Portugal
          Funding Source
          Cross Sectional Studies
          Questionnaires
          Nonprobability Sample
          Convenience Sample
          Inferential Statistics
          Descriptive Research
          Male
          Female
          Adult
          Middle Age
          Aged
          Correlational Studies
          Summated Rating Scaling
          Data Analysis Software
          Descriptive Statistics
          Unpaired T-Tests
          Pearson's Correlation Coefficient
          Adult: 19-44 years
          Middle Aged: 45-64 years
          Aged: 65+ years
          Male
          Female
      ab: Background/Objective: Leadership in nursing has been conceptualized as a multidimensional construct influencing organisational functioning and professional practice. Within the Full Range Leadership Model, leadership comprises transformational, transactional, and passive–avoidant dimensions that may coexist within individuals. This study aimed to examine how leadership dimensions coexist and interact among nurses and to explore their associations with professional characteristics within the FRLM framework. Methods: A cross-sectional quantitative study was conducted between November and December 2024 among 141 Portuguese nurses affiliated with a professional association dedicated to nursing leadership. Leadership behaviours were assessed using the Multifactor Leadership Questionnaire. A non-probability convenience sampling strategy was used. Descriptive and inferential analyses were performed using SPSS. Results: Transformational leadership emerged as the predominant behavioural pattern (M = 3.17, SD = 0.38), followed by transactional leadership (M = 2.51, SD = 0.46), with minimal laissez-faire behaviours (M = 0.83, SD = 0.50). Managers demonstrated significantly higher transformational scores (mean difference = 0.16, p = 0.018) and lower laissez-faire scores (mean difference = −0.27, p = 0.01) than specialists. Transformational leadership was positively correlated with transactional leadership (r = 0.309, p < 0.01) and negatively correlated with laissez-faire behaviours (r = −0.339, p < 0.01). Conclusions: The findings indicate a predominant transformational leadership profile among nurses, accompanied by complementary transactional behaviours and low passive–avoidant tendencies. The observed correlations support a dimensional interpretation of leadership consistent with the Full Range Leadership Model. These findings provide descriptive insight into leadership patterns within this nursing sample and may inform leadership development initiatives in comparable healthcare contexts.
      pubtype: Academic Journal
      doctype:
        research
        tables/charts
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      ougenre: Article
    language: English
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