Comparison of Perceived and Expected Power Styles of Nurse Managers by Nurses: A Repeated Cross‐Sectional Study

ABSTRACT

Aim

To compare the power styles that nurses perceive and expect from nurse managers at two time points. The study aims to investigate any changes in nurses' perceptions and expectations regarding the power styles of nurse managers over a six-year period.

Design

Repeated cross-sectional desing.

Methods

The study was conducted with 158 nurses at Time-1 and 103 nurses at Time-2. Data were collected using the Personal Information Form and the Perceived Leadership Power Questionnaire. For data analysis, frequency and percentage distribution, arithmetic mean, t-test, and Cronbach's Alpha were applied.

Results

It was determined that the power style most perceived by nurses in their nurse managers was Referent Power at Time-1 and Expert Power at Time-2, while the expected power style was Expert Power at both Time-1 and Time-2.

Conclusion

It was observed that the perceived power styles of nurse managers changed over the course of the study. The power styles perceived by the nurses were consistent with the power styles they expected.

Implications for the Profession

The perceived power styles of nurse managers may change over time. Identifying this change could facilitate the determination of effective leadership and communication styles.

Impact

The study examined changes in nurses' perceptions of nurse managers' power styles over time. Nurses perceived Referent Power in Time-1 and Expert Power in Time-2, while expecting Expert Power in both periods. This research contributes to enhancing leadership in nursing, understanding power dynamics in nurse-manager relationships, and improving nursing care quality.

Reporting Method

STROBE statement selected as EQUATOR checklist.

Patient or Public Contribution

No Patient or Public Contribution.