An empirical study on the effect of leadership on new employees\u27 values and morale, focused on new nurses

Surveys were conducted on the relationship of chief nurses\u27 workplace morale and sense of values about working and daily life to leadership at two different points in time. The profession of nurses is somewhat different from most of other occupations in which those young people who were newly graduated from schools or colleges are engaged, because nurses immediately find themselves confronted with their task requiring self-consciousness as professionals, and varying degrees of tension from Day One. We surveyed, and then analyzed, groups of nurses from the point of view of leadership, workplace morale and values about working immediately after they were hired and again about a year after they started working. The results were as follows: 1. Using the Hayashi\u27s Quantification III, it was found that the first survey did not reveal a very clear effect of chief nurse\u27s leadership on her subordinates\u27 workplace morale, but the second survey, a year later, showed the pretty clear effect of chief-nurses\u27 leadership on her subordinates that did not appear in the first survey. These results are pretty much the same as those of the nationwide survey covering men and women employees in general enterprises that the Institute for Group Dynamics has analyzed. In other words, it can be said that even in the case of nurses, chief-nurse\u27s leadership effect manifests itself in a definite form a year after they started working. 2. Also, the relationship between each questionnaire item on workplace morale and leadership was studied It was found that morale scores were the highest under a leader of PM type, and the lowest under P or pm. The results of the first and second surveys were the same, except that the effect of leadership was more pronounced in the second survey than in the first survey. 3. On almost all the five items concerning the relationship of their sense of values to workplace morale, both the first and second surveys revealed that those who affirmed the traditional sense of values had higher morale scores than those who negated it. With regard to performance norm, the nurses\u27 groups were pretty similarly situated on the Quantification III diagram, but differently situated from men\u27s groups.ナースの職場モラール，働くことへの価値観等と婦長のリーダーシップとの関係を，就職直後と約1年後の2つの時点において調査した。ナースという職業は，学業を終えた直後から，専門職としての自覚と緊張を持って仕事に直面させられるという点で，一般職の新入社員とは多少異なった状況にある。このようなナース集団において，就職直後の状況と約1年後の状況を，婦長のリーダーシップ，職場モラール，仕事に対する価値観等の観点から調査をし，分析を加えた。1.数量化III類で見ると，第1回目（就職直後）の調査では，職場モラールに対する婦長のリーダーシップの影響力があまり明確に現れない。しかし，第2回目（就職約1年後）の調査ではその関係性が明確となり，集団力学研究所がこれまでに分析した一般企業に努める全国の男女のそれとほぼ同じ傾向になる。つまり，新人のナースであっても1年近くたつと，婦長のリーダーシップの効果がはっきりとした形で影響力を持ってくるといえるのである。2.職場モラールの各項目と婦長のリーダーシップとの関係を見た。PMタイプのもとでモラール得点が最も高く，Pあるいはpmタイプのもとで得点が最も低いという結果が見出された。第1回，第2回調査において，同様の傾向ではあるが，後者の場合その影響力はより顕著であった。3.価値観と職場モラールとの関係において検討した5項目のほとんどで，第1回，第2回調査とも，伝統的な考えを肯定する者の方がこれを否定する者よりモラール偉点が高い。業績規範については，ナース集団と全国女子の集団において，数量化III類の構図上でかなり似ており，男子集団とは異なる傾向を示した