leadership skills that need improvement,
leaders can learn more effective strategies for long term planning and conflict
resolution. 9, 26 This would result in acquiring leadership skills that can improve a
manager’s overall effectiveness.
Burnout and Morale
Although some believe monetary resources must be used to increase morale
and satisfaction, the majority of findings
indicate factors that are leadership and
organizational oriented could improve
staff morale and reduce staff burnout,
an employee’s feeling of discouragement,
dissatisfaction, and decline in effectiveness in their work. 13, 17, 21 Employee burnout is a growing concern for managers,
especially since staff is often asked to do
more with less.
One study found that organizational
adjustments that need little or no additional resources, such as fair distribution
of tasks and leadership support, increase
staff morale and decrease levels of burnout. 21 Increases in morale and reduction
in employee burnout include these variables: sufficient staffing, effective training,
leadership support, fair distribution of
tasks, and career promotion opportunities. This study found improvement in
staff morale and reduction in burnout was
significantly associated with staff receiving
personal recognition, career promotion
opportunities, and skill development
opportunities from leaders.
Conclusions
Employee motivation and morale will be
improved when managers understand that
each employee is unique and motivated
differently. Keeping in mind the intrinsic
and extrinsic motivation theories, manag-
ers have helpful tools to improve motiva-
tion among staff. Once this is understood
and capitalized upon, staff morale will
increase. 13, 15, 23 When managers improve
their leadership behaviors to increase staff
morale, they must use a mixture of trans-
formational leadership behaviors and
transactional contingent rewards to maxi-
mize effectiveness. 7 Managers recognizing
their staff for accomplishments, knowl-
edge, and skills are effective in improving
motivation and morale. 14, 22
References
1McAlearney A. Using leadership development
programs to improve quality and efficiency
in healthcare. Journal of Healthcare Management. 2008;53:319–331.
2Bittner R. Management concepts. Radiologic
Technology. 2006;78:131–141.
3Bass BM, Avolio BJ. Transformational leadership and organizational culture. Public
Administration Quarterly. 1993;17:112–121.
4Sellgren S, Ekvall G, Tomson G. Leadership
styles in nursing management: Preferred
and perceived. Journal of Nursing Management. 2006;14:348–355.
5Suliman WA. Leadership styles of nursing
managers in a multinational environment.
Nursing Administration Quarterly. 2009;
33:301–309.
6Van Eeden R, Cilliers F, Van Deventer V. Leadership styles and associated personality
traits: Support for the conceptualization of
transactional and transformational leadership. South African Journal of Psychology.
2008;38:253–267.
7Watson LM. Leadership’s influence of job satisfaction. Radiologic Technology. 2009;
80:297–308.
8Ovretveit J. Effective leadership of improvement: The research. The International
Journal of Clinical Leadership. 2008;16:
97–105.
9Aaron L. Program director satisfaction with
leadership skills. Radiologic Technology.
2006;78:104–112.
10Collinson G. What makes an effective health-care leader? Results of the best leadership
practices research in healthcare in the UK.
Practice Development in Health Care.
2006; 5( 2):81–91.
11Hicks JM, Britt B. Management qualities and
their effects on employee satisfaction and
organizational success, part 1. Radiology
Management. 2010; 32( 3): 18–23.
12Major DA, Davis DD, Germano LM, Fletcher
TD, Sanchez-Hucles J, Mann J. Managing
human resources in information technology: Best practices of high-performing
supervisors. Human Resource Management.
2007;46:411–427.
13McConnell CR. Motivating your employees
and yourself: How different is the manager
from the staff? The Health Care Manager.
2005;24:284–292.
14Watson LM. Factors influencing job satisfaction and organizational commitment.
Radiologic Technology. 2008;80:113–122.
15Stapleton P, Henderson A, Creedy DK, et al.
Boosting morale and improving performance in the nursing setting. Journal of
Nursing Management. 2007;15:811–816.
16Kalar T, Wright DL. Leadership theory and
motivation of medical imaging employees.
Radiology Management. 2007; 29( 6): 20–24.
17Webb K. Motivating peak performance:
Leadership behaviors that stimulate
employee motivation and performance.
Christian Higher Education. 2007;6:53–71.
18Vesterinen S, Isola A, Paasivaara L. Leadership
styles of Finnish nurse managers and factors influencing it. Journal of Nursing Management. 2009;17:503–509.
19Glickman SW, Baggett KA, Krubert CG,
Peterson ED, Schulman KA. Promoting
quality: The health-care organization from
