For example, transformational leadership
was positively related to staff expertise and negatively
related to staff turnover both of which contributed to
reduced patient mortality and other adverse patient
outcomes leading researchers to suggest that strong
leaders may retain higher numbers of skilled staff
(Houser 2003, Capuano et al. 2005). Additionally, Paquet
et al. (2013) showed that manager support was
associated with decreased medication errors and
patient length of stay through key human resource
variables like reduced absenteeism, overtime and
nurse/patient ratios. Furthermore, when trust in the
leader was high nurses participated more actively in
safety organizing behaviours (e.g., discussing errors,
questioning current practices) which in turn contributed
to fewer medication errors (Vogus & Sutcliffe
2007). While these findings are promising so much
more needs to be explored about the mechanisms of
leadership influence.