Today's healthcare environment is changing driven by demographic, environmental, social, political and technological forces. These rapidly changing healthcare environment and increasingly professional nursing practice indicate that identifying leadership characteristic of nursing leaders and executives is a vital importance in today's time and also mandate innovative leadership for nursing service. Therefore, the purpose of this study is to examined the transformational, transactional leadership styles of the Nurse Administrators. Also described are the relationships between these leadership style and the job satisfaction, the organizational commitment of their subordinates. The sample consisted of sixteen mid-level nurse administrators, fifty head nurses and one hundred and fifty-three staff nurses of 4 public and private University Hospitals and 1 General Hospital. Data for this study was collected from Sep. 20 to Oct. 5by Questionnaire(Bass' MLQ, Job Satisfaction scale developed by Poter et al(1978). Organizational Commitment scale by Poter at al(1070). The data was analyzed by frequency, percentage, one-way ANOVA, Pearson's Correlation Coefficient with SPSS PC+ program. Major findings are as follows : Appropriate one-way ANOVA tests revealed that the difference for transformation and transactional leadership styles of nurse executives, mid-level nurse administrators, head nurses as perceived by their immediate subordinates were statistically significant(P<.05). The scores of transformational and contingent reward behaviors were declined of the mid-level nurse administrators, nurse executives. The transactional scores of nurse administrators were lower than transformational ones, which is desirable findings. The result of the highest transformational leader by their subordinates, and second was the mid-level nurse administrators. The nurse executives received the lowest transformational leadership scores from their subordinates. These results were opposit to the previous studies. And significant positive correlations were founded between transformational leadership including charisma, intellectual stimulation, individual consideration and contingent reward of nurse administrators and the job satisfaction, the organizational commitment of their subordinates. From the data, it can be concluded that transformational leadership style of nurse administrators promotes the job stratification, the organizational commitment of their staff nurses. Therefore leader looks for potential motives in subordinates, seeks to satisfy higher need, and engages the full person of the subordinate resulting in a relationship of mutual stimulation and elevation.

PURPOSE: The Purpose of this study was to identify the relationship among leadership style of nurse managers, job satisfaction, organizational commitment, and turnover intention. METHOD: The subjects were 468 nurses and 19 head nurses who were working at the 3 general hospitals in seoul. The data were collected from July 6 to September 14, 2001 by the structured questionnaires. For data analysis, descriptive statistics, ANOVA, Pearson correlation coefficient, and stepwise multiple regression with SAS package were used. RESULT: 1) The score of the nurse managers' transformational leadership perceived by surbodinates' were higher than that of the nurse managers' transactional leadership. Among 5 subdimensions of the leadership styles perceived by surbodinates', the scores of 'charisma' and 'intellectual stimulation' were highest and 'management by exception' were lowest. 2) 'Charisma', 'intellectual stimulation', 'individual consideration' and 'contingent reward' were positively related to all of variables except 'turnover intention'. 'Management by exception' was negatively related to all of variables and was positively related to 'turnover intention'. 3) 'Job satisfaction' was positively related to 'organizational commitment' and 'Job satisfaction', 'organizational commitment' were negatively related to 'turnover intention'. 4) As a result of stepwise multiple regression analysis, the key determinants of 'turnover intention' were 'organizational commitment' and this explained 44.4% of the total variance of it.