Purpose – The primary purpose of this paper is to investigate the association between leadership styles and burnout among hospitality managers currently working in the industry of Cyprus Specifically, transformational, transactional and passive/avoidance are to be investigated in order to establish which leadership style is more prone to burnout effectsDesign/methodology/approach – Adopting a quantitative approach, the multifactor leadership questionnaire (MLQ 5X‐Short) was utilized to allow research participants to describe their leadership style as they perceive it In addition, the most widely acknowledged tool for measuring burnout, the Maslach burnout inventory (MBI), was also incorporated in the questionnaire, which was then distributed to 500 hospitality managers in Cyprus A number of hypotheses, reflecting the primary objective of the study, were postulatedFindings – The findings suggest that transformational leadership has a significant positive association with personal accomplishment and is

Leadership Styles and Burnout: is there an association?

Determinants of turnover among low wage earners in long term care: the role of manager-employee relationships.

This paper discusses the effects of transformational leadership on cooperative conflict resolution (management) by evaluating several alternative models related to the mediating role of job satisfaction and change commitment. Samples of data from customer service personnel in Taiwan were analyzed. Based on the bootstrap sample technique, an empirical study was carried out to yield the best fitting model. The procedure of hierarchical nested model analysis was used, incorporating the methods of bootstrapping mediation, PRODCLIN2, and structural equation modeling (SEM) comparison. The analysis suggests that leadership that promotes integration (change commitment) and provides inspiration and motivation (job satisfaction), in the proper order, creates the means for cooperative conflict resolution.

Transformational Leadership in the Consumer Service Workgroup: Competing Models of Job Satisfaction, Change Commitment, and Cooperative Conflict Resolution:

Long-term care (LTC) institutions are now providing care to a greater number of people, and more residents with chronic conditions and multiple co-morbidities, than ever before. Trends suggest this strain will continue to increase as OECD populations continue to age. The total cost of avoidable admissions to hospitals from LTC facilities in 2016 was almost USD 18 Billion, equivalent to 2.5% of all spending on hospital inpatient care or 4.4% of all spending on LTC. Research shows that over half of the harm that occurs in LTC is preventable, and over 40% of admissions to hospitals from LTC are avoidable. The root causes of these events can be addressed through improved prevention and safety practices and workforce development—including skill-mix and education. Targeted investments in a number of key areas can have a significant impact by mitigating the main cost drivers of adverse events in LTC.

The economics of patient safety Part III: Long-term care: Valuing safety for the long haul

https://www.journalofnursingregulation.com/article/S2155-8256(15)30382-3/pdf

Key Attributes of LPN Job Satisfaction and Dissatisfaction in Long-Term Care Settings

Implementing Transformational Leadership in Long-Term Care

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Implementing Transformational Leadership in Long-Term Care