Relationship between Theory and Application or Practice
Theories and practice of it are co-related, inter connected and reciprocal. As mentioned by Rychlak and Kerlinger (Udo-Akang, 2012), theory is “a series of two or more interrelated constructs, abstractions, concepts, variables, definition, and propositions, which have been hypothesized with a systematic view of phenomena, for the purpose of explaining and predicting the phenomena”. Hence, it can be identified that the empirical cases are primarily responsible for the origination of a certain theory. Moreover, with the changes in the context and time, the practices provide a scope for development and improvement of a certain theory (Frie, 2015). Thus, the relationship between theory and practice is symbiotic. With the advancement in one sector typically directs alteration and development to the other. Many theorists have identified theories as for the framework for the practices. On the other hand, many have identified that with the practical uses the theories gain its ground and meaning.
As described by Fay (2014), the theory that does not have a practical utilisation is meaningless. On the other hand, a certain practice, which does not have a theoretical framework, is guideless. Hence, it can be said that for the development of theories and the practical knowledge both the typically interdependent. This essay would look into theories in the modern context, in the domain of healthcare so that the main objective of evaluation and synthesis of theory and its applications is met. Views would be discussed on the relationship between theory and application or practice and how it can guide or inform practice.
Part 1
The primary relationship between theory and practice or its application is the systematic classification of knowledge to focused problem solving” (Reeves & Hean, 2013). The theory can be identified as a set of specific ideas, which applies to understand, explain, predict and define a particular issue (Udo-Akang, 2012). The major utility of a theory is, it will be helpful in providing knowledge for practical problem solving (Sellhed & Andersson, 2014).
In the sector of research, the practice will not be able to position itself without the guidance of the theoretical questions. It is perfectly implicit that without a standard way of defining or explaining the data collected, the research result will not put forth any purposeful conclusion.While the researchers use theories for creating a structure for the conducting studies and obtaining useful inference, the practitioners use the theoretical knowledge for the formulation of a problem in actual practice settings (Ash, Rahm & Melber, 2012). The use of theory by the practitioners is typically distinguished from the examination it by the researchers with the research questions. With the view of “instrumentalism” the scientists and social scientists focus on discovery whereas with the help of “realism” validation of a theory can be established (Martínez-Gonzalez et al., 2016). As opined by Bhaskar (2013), while one grants a conclusion against which results are compared in the research, instrumentalism permits the practitioners to grant solutions in which the theories turn out to be a tool for realization.
The Guidance of Theory to the Practice or Application
On the other hand, the relationship between a theory and application can be reciprocal as well (Ash, Rahm & Melber, 2012). As mentioned by Kurt Lewin “nothing is quite as practical as a good theory” and a good theory serves as a baseline in establishing best practices.” On the other hand, the empirical contexts or practice significantly contributes to the development and continuous improvement of the theories (Gentle-Genitty et al., 2014).
A theory without practical utilization is meaningless, but practice without it is blind (Chelimsky, 2013). A theory provides a framework for utilizing the knowledge into the empirical problem solving cases. The aspect of the theory’s implication to practice is typically determined by the requirements as well as the recommendations of an expected outcome. Here, the function of the theory is to predict the outcome of the research or practice. The systematic nature of a theory is to provide an explanatory advantage on a problem, defining innovative aspects of the phenomenon and the predictive utility.
Practitioners are called upon to utilise a theory regarding dealing with a problem situation. On the other hand, with the conclusions drawn by the Quantitative and Qualitative researches, the researchers provide a framework for the practitioners for understanding a phenomenon and the theories help them out with guidance to address it. As mentioned by Harlow, theory gives a clarification or expectation about the problem, and the practitioners need to utilise the guidelines provided by the theory, which will enable them to react to the issue and approve or negate the theory and its validity (Udo-Akang, 2012).
In the psychological context, as mentioned by Daniels (2016), the theory of proximal development developed by Vygotsky is being used in understanding, interpreting and for generating alternative approaches for a new set of population. Thus, the theories guide the practitioners for understanding the issues and provide scope to address a set of phenomenon. On the other hand, in the sociological questions or researches, the theories provide a ground to discover the cause of a certain behavioral aspect. The famous sociologist Wacker has identified that theory gives the opportunity for the understanding of the world and development of the field (Reeves & Hean, 2013). The social construction theory gives the understanding of the behavioural pattern of the human being in respect to its experience of the society. With the knowledge of the theory, a clinical psychologist can be able to identify the cause of a certain behavioural pattern of his patients and utilise his knowledge of the psychological theories to address the problem areas. On the other hand, the neo-institutional theory of Powell and DiMaggio helps in identifying the variables of the organisational culture at the organisational set up (Powell & DiMaggio, 2012).
With identifying the variables of the culture, the company becomes able to address any existing issue with employee motivation and human resource management. Here, the organisation can also use the hierarchical theory of motivation provided by Maslow (Taormina & Gao, 2013). Thus, the theories guide the understandings the empirical contexts and help in addressing them with a strategic approach.
The Issues Involved in Translating Theory into Practice
As mentioned by Harlow, the theories suggest a determining law or a system of law as in the natural sciences or provide a scaffold for ordering and understanding the phenomenon (Reeves & Hean, 2013). On the other hand, according to the idea of Gelso with a descriptive ability, “explanatory power”, “heuristic value”, “testability”, “integration”, “parsimony”, “clarity”, “comprehensiveness”, and “delimitation” a theory guides a practitioner to understand and address an issue with a better approach (Udo-Akang, 2012). Theories thus guide to the systematic application of the knowledge in the problem-solving context.
In the research sector, the theories are mainly utilised for explaining, collecting, analysing, classifying, storing, recovering and disseminating of information in the context of providing a framework for analysis. However, there are some issues and controversies are involved in the translation of theory in to the practice. As mentioned by Sellhed and Andersson (2014), the major issue of the gap between the theory and practice is framed as a knowledge transfer issue. With the discrepancies into the communication pattern and the consequent misinterpretation or improper understanding of the knowledge of the theories can between the way of theoretical knowledge and its important practice into the practical problem solving.
Moreover, theories are typically unable to provide an extensive knowledge for explaining a phenomenon (Frie, 2015). As mentioned earlier, the theories are also dependent on the empirical researches or practices. Hence, by collecting data for few of the cases are fundamentally devoid of explaining the whole domain or aspect of a certain issue. Here, the practitioners face a real void and lack of guidance. As mentioned by Fay (2014), one of the major difficulty in application of the theories is it only defines a certain segment of a domain whereas the practitioners have to deal with the all-inclusive aspect. In such a context, it becomes difficult to address the issue with complete understanding.
Moreover, while dealing with the theories in exploring the results of the research questions, there is a huge probability of the biasedness and discrepancies with the obtained result (Reeves & Hean, 2013). As the researchers and the practitioners are the human beings, they are prone to make mistakes in identification and application of the theories of research or the practices. In those cases, the research provides a different result from the theoretically expected outcome.
As per the theory of Stam, “reflexivity” can be identified as one of the major issues that can be identified as an issue in the application of theories in the psychology (Popoveniuc, 2014). According to his idea of “reflexivity,” the psychologists make judgments about the phenomenon those took place around them; as a psychologist and as a potential participant. Thus, the involvement of the practitioner becomes likely to alter the outcome of the theories.
In addition, as mentioned by Kant, there is always a certain gap in the theoretical knowledge and its application to the practical contexts (Sellhed & Andersson, 2014). Theories are helpful in providing a general rule, however; it is unable to direct a practitioner about the way of applying it in the solid set up. Kant has extended that the successful, purposeful and righteous application of a theory largely depends on the practical judgment of the practitioner. This can be identified as an issue involved in translating theory into practice.
Part 2
As discussed by MacPhee et al. (2013), the health care providing organisations often face the issue like a lake on the leadership control and the consecutive mismanagement within the system. It often disrupts the potentiality of obtaining best health care service by the beneficiaries. The lack of utilisation of the right pattern of leadership affects the accessibilities of the service by the beneficiaries. Here, the leadership theories can be helpful for the researchers and the practitioners to guide them to the successful implementation of the care giving services. As mentioned by Martin et al. (2015) leadership can be identified as one of the major success factors in the health care set up.
Leadership has been portrayed as the direct of a man while planning the activities of a social occasion toward a common goal. The key parts of the leadership part incorporate affecting bundle activities and adjusting to change. An inconvenience while considering the leadership of healthcare specialists is that most theories were not made in a healthcare setting but instead were by and large delivered for the business setting and after that associated with healthcare. Appropriated examines give little affirmation that such leadership exercises are connected with changes in patient care or legitimate outcomes when associated in the healthcare setting (Barr and Dowding, 2015). Leadership theory is dynamic and continues changing after some time. Distinctive behavioural theories were made in the region of 1940 and 1980 depicting essential leadership styles, for instance, tyrant, law based and laissez-sensible. Situational and plausibility speculations in the region of 1950 and 1980 saw the criticalness of considering the necessities of the expert, the task to be performed, and the situation or condition. Interactional leadership theories (1970 to the present) focus on effect inside the specific various levelled condition and the natural relationship of the “leader” with the ‘follower’. A rising theory incorporates unfaltering leadership, which communicates that supporting and building a relationship with delegates will enhance the likelihood that they will be strongly affected and propelled to work towards destinations. The theory is set up on progressive direct focuses that prescribe that people are more cheerful and more satisfied in their work when they have consistent leaders who relate an individual level (Grol et al., 2013).
Healthcare structures are made out of different master social events, divisions, and distinguishing strengths with psyche boggling, nonlinear coordinated efforts between them; the capriciousness of such systems is often unparalleled in this manner of impediments relating to different disease zones, multidirectional destinations, and multidisciplinary staff (Huber, 2013). Inside a far reaching relationship, for instance, healthcare systems, the different social events with related subcultures may reinforce or be in strife with each other. Leadership needs to profit by the different qualities inside the affiliation with everything taken into account and successfully utilise resources when arranging organisation shapes while asking personnel to work towards shared targets. Different leadership procedures can be changed by the healthcare setting to propel organisation in this especially complex condition (Weberg, 2012).
Transformational leadership theory: In the modern context of health care, the researchers put the importance of using the transformational leadership theory in the health care organisations. The transformational leadership theory can be identified as one of the majorly used leadership theory in the health care set up. As mentioned by Nawaz and Khan (2016), the transformational leadership helps the management of the caregiving organisations
As mentioned by Kumar (2013), the theory itself one of the most modern leadership theories in the organisational context. According to Hutchinson and Jackson (2013), this particular leadership can be identified as a process of leading by example and concentrating on trust among the leaders and the team members. As mentioned by Choi (2016), the transformational leader manages his followers with a humane approach. As discussed by Fischer (2016), a transformational leadership theory talks about a relation or leadership style where one or more persons engage with other in such a way that leaders and the followers raise one another to higher levels of motivation and morality. As opined by Munir et al. (2012), in the health care management, knowledge sharing is one of the primary prerequisites for success. The transformational leaders are mainly the visionary leaders. Moreover, with the strategy of motivation and inspiration, the leaders create a compelling image and vision that stimulates the followers to move forward to achieve a bright future. As mentioned by Kumar (2013), by emphasising on the followers’ need and values this particular leadership strategy helps in motivating the followers to achieve the team goals. Thus, this particular leadership strategy concentrates on the well-being of the followers for ensuring better achievement of the organizational objectives. As discussed by Hutchinson and Jackson (2013), the transformational leadership theory advocates the power of a leader to create the leader of future.
Transformational leadership is proficient by the specific exercises of leaders. In any case, leaders venture up as to setting up and making an assurance to the relationship with followers. This effort fuses the development of formal, nonstop instruments that propel two-way correspondence and the exchanging of information and musings. On an advancing reason, leaders expect the genuine part in keeping up and managing the relationship with their disciples. Most important leaders hope to fulfil disciples’ needs, needs, and distinctive motivations and what’s more their own. Perception of followers’ needs, needs, and motivations can be secured quite recently through advancing correspondence and exchange of information and musings. Leaders change and raise the perspectives, qualities, and destinations of aficionados by tending to their followers’ needs and demonstrating them about their consistently held targets. Doing all things considered may require that leaders modify their particular leadership in affirmation of disciples’ slants; in the desire of fans’ responses; or in the journey for their conventional manners of thinking, qualities, and targets (Wright, Moynihan and Pandey, 2012).
Regardless of the way that a transforming leader expect the unique part in finishing the joined purpose behind leader and enthusiasts, transformational leadership sees that leaders and supporters are possessed with a run of the mill wander and like this are liable to each other. The introduction of transformational leadership is that paying little personality to the peculiar interest people may hold, they are eventually or possibly participated in the mission for higher destinations. This point is affirmed by the achievement of important change through the gathering or pooled interests of leaders and followers. The sufficiency of leaders and leadership is measured by how much proposed change is truly refined and human needs and yearnings are satisfied (Dumdum, Lowe and Avolio, 2013).
In special care and recuperating centres, individuals in potential transformational leadership parts go from board-level chairpersons and boss; to CEO, working, nursing, and restorative officers; through the pecking request to unit executives. In nursing homes, such leadership can start from an office’s proprietors, regulator, the official of nursing, and unit executives. Leadership by these senior affiliation boss and oversight sheets is basic to satisfying the broadness of legitimate change anticipated that would fulfill more lifted measures of patient security—changes in organization sharpens, workforce course of action, work layout and stream, and the prosperity society of the affiliation (Hoon Soong et al., 2012).
Part 3
Application of the transformational leadership theory:
Many surveys have broken down transformational leadership affect in the workforce, (Hardy et al., 2013). There have also been surveys taking a gander at the framework for indicating transformational leadership, (Hardy et al., 2013). There are few audits in the composition as for instructive modules progression in nursing on transformational theory. In any case, extraordinary endeavours including preparing and business were advised in the quest for best practice. The affirmation asked about has arranged the transformational leadership style of the organization as the favoured practice for the organization on the nursing unit, and the properties held by the transformational leader have been had all the earmarks of being central to driving the motivation and change of staff (Curtis and O’Connell, 2011). Hauck, Winsett, and Kuric (2013) discuss the multifaceted, complex points of view that an effective leader at the bedside should have.
Letvak, Ruhm and Gupta (2012) allude to the issues of bungles and threatening events for the patient in American restorative administrations workplaces and endorse changing the nursing work environments to grow constant prosperity. The Institute of Medicine (IOM) report evidently plots the piece of the transformational leader and stresses that this sort of leadership needs to execute organisation sharpen that makes a culture of prosperity and upgraded patient outcomes (IOM, 2011). Capable leadership can form association with profoundly established finding that can incite to durable change. Knowles, Holton, and Swanson, (2011) observe that key qualities that are natural to the transformational leader joins obligation, and relationship building that is a trademark in accomplishing change. This change will gather and improve the affiliation’s nursing sensitive patient care comes about.
Hardy et al. (2013) analysed the use of transformational change through the direction of bleeding edge level practice inside multiple human administrations working condition circumstances. This technique incorporates both the master and other key accomplice packs. Fundamental evaluation in conjunction with the transformational direction program prompts to a far-reaching and clear headway of a transformative workplace condition. The general theme and desire of this strategy are the consistent communitarian achievement of organisation change and illustration of shared targets. Mind movement can be improved when the leader encounters individual, gather, and various levelled transformation. Headway is essential to progress such a model, and a consideration on courses of action will require a conformity in the restorative chaperon instructive modules that incorporates unveiling to one what the focus is, to one utilizing the method of reasoning and imaginativeness, deductive and inductive considering, inventive capacity and reason, movement orchestrating and plan looking (Hardy et al., 2013).
Using transformational leadership theory while undertaking execution organisation and examination can take different structures. Frequently execution organisation and assessment is a strategy grasped on a yearly preface, or it endeavors in light of a specific execution disillusionment, and it allows to a chief to attract with a subordinate with the point of upgrading execution and supporting a change of the individual. A reasonable system to use transformational leadership theory in execution organization can be to perceive and invigorate constructive behavioral characteristics of individuals while recognizing and controlling against poor direct. Execution assessment allows the recognizing verification and assertion of key achievements, which is an inside leadership capacity that influences and moves ultimate achievement through a sentiment insightful induction and motivation for greater affirmation. Execution assessment moreover tries to make a talk on an individual’s desire and seeks and when those change by the director’s targets the examination has like this made an opportunity to make encourage insightful induction and inspiration for the individual.
Transformational leaders can change their delegates from self-serving individuals in the affiliation, simply paying exceptional personality to their own specific awesome, into gathering disliked individuals who are advancing toward the advantage of everybody of the whole affiliation. Transformational leaders have a sensible total vision and can bestow it effectively to all specialists. They go about as great cases for agents, invigorate specialists to be more imaginative, and are not reluctant to put it all out there or to use unique systems to finish their total vision. Thusly, transformational leaders leave space for their delegates and the relationship when all is said in done to breathe in and create (Carter et al., 2013).
In the context of the application of the transformational leadership theory in the health care sector, the practitioners may find it difficult to utilize. As mentioned earlier, while implementing a certain theory, the issue of mismanagement or incomplete understanding can debar the potential positive result of the theory. As mentioned by Fischer (2016), the use of the transformational leadership strategy into the healthcare practice and its success in the practical organizational setup is typically dependent on the ability of the leaders. As discussed by Nawaz and Khan (2016), theories are formulated with a partial approach, whereas in the solid ground it has addressed an all-inclusive scenario. Hence, Choi (2016), has identified that there is a tendency of this particular leadership theory, of potentially supporting elitism and upholding an antidemocratic approach. As mentioned by Munir et al. (2012), in the health care sector a shared view and a democratic approach are typically important to be successful in providing advanced client service and customer satisfaction. Hence, for utilizing this particular theory, it is important to implement it by integrating some other theories of leadership into the practical application. Hence, as mentioned by Hutchinson and Jackson (2013), for applying a theory it will be needed to modify it as per the availability of the resources.
This theory needs to be applied to motivate the leaders and the volunteers in the health care setup, but for guiding the task specifications, application of this theory may lead to the careless handling of the patients. Hence, in the health care setup, it is needed to have a detailed guideline for the followers, which this theory lacks.
Conclusion
In conclusion, it can be said that the theories are important for the researchers to find out a new domain of knowledge and for proving a guideline for interpreting the data for exploring new information. On the other hand, the practitioners need the theories as an open framework for addressing and approaching a practical problem (Reeves & Hean, 2013). In the health care set up, leadership is one of the major concerns for providing the highest quality service to the beneficiaries and in maintaining the required level of motivation and commitment among the employees to serve best. Here, the leadership theory can provide a guideline for the practitioners to address the issues related to the leadership inefficiency in the health care set up (Weberg, 2012). It has been found that the rehearses related with transformational leadership are detectable and learnable; these pioneers’ indicate empower attitudes and suppositions that raise delegates’ commitment to the affiliation’s focal objective and vision. Transformational pioneers are future-arranged, centered on organizing, liberal, and component. They fill in as great cases and set a standard for high laborer covets by encouraging agents to think past themselves (Hoon Soong et al., 2012).
References
Ash, D., Rahm, J., & Melber, L. M. (Eds.). (2012). Putting theory into practice: Tools for research in informal settings (Vol. 25). Springer Science & Business Media.
Barr, J., & Dowding, L. (2015). Leadership in health care. Sage.
Bhaskar, R. (2013). A Realist Theory of Science. Routledge.
Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942-958.
Chelimsky, E. (2013). Balancing Evaluation Theory and Practice in the Real World. American Journal of Evaluation, 34(1), 91-98.
Curtis, E., & O’Connell, R. (2011). Essential leadership skills for motivating and developing staff. Nursing Management, 18 (5), 32- 68 35.doi.org/10.1097/01.NAJ.0000426690.73460.d7
Daniels, H. (2016). Vygotsky and Pedagogy. Routledge.
Dumdum, U. R., Lowe, K. B., & Avolio, B. J. (2013). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 39-70). Emerald Group Publishing Limited.
Fay, B. (2014). Social Theory and Political Practice (RLE social theory). Routledge.
Fischer, S. A. (2016). Transformational Leadership in Nursing: A Concept Analysis. Journal of Advanced Nursing, 72(11), 2644-2653.
Frie, R. (2015). The Post?Cartesian Turn in Theory and Practice. The Wiley Handbook of Theoretical and Philosophical Psychology: Methods, Approaches, and New Directions for Social Sciences, 441.
Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: the mediating role of employee empowerment. Human Resources for Health, 14(1), 73.
Gentle-Genitty, C., Chen, H., Karikari, I., & Barnett, C. (2014). Social Work Theory and Application to Practice: The Students’ Perspectives. Journal of Higher Education Theory and Practice, 14(1), 36.
Grol, R., Wensing, M., Eccles, M., & Davis, D. (Eds.). (2013). Improving patient care: the implementation of change in health care. John Wiley & Sons.
Hardy, S., Jackson, C., Webster, J., & Manley, K. (2013). Educating advanced level practice within complex health care workplace environments through transformational practice development. Nurse Education Today, 33(10), 1099- 70 1103. doi.org/10.1016/j.nedt.2013.01.021.
Hauck, S., Winsett, R. P., & Kuric J. (2013). Leadership facilitation strategies to establish evidence-based practice in an acute care hospital. Journal of Advanced Nursing, 69(3), 664–674. doi: 10.1111/j.1365-2648.2012.06053. x.
Hoon Song, J., Kolb, J. A., Hee Lee, U., & Kyoung Kim, H. (2012). Role of transformational leadership in effective organizational knowledge creation practices: Mediating effects of employees’ work engagement. Human Resource Development Quarterly, 23(1), 65-101.
Huber, D. (2013). Leadership and nursing care management. Elsevier Health Sciences.
Hutchinson, M., & Jackson, D. (2013). Transformational Leadership in Nursing: Towards a more Critical Interpretation. Nursing Inquiry, 20(1), 11-22.
Institute of Medicine. (2011). The future of nursing: Focus on education. Retrieved from https://www.iom.edu/Reports/2010/The-Future-of-Nursing-Leading-ChangeAdvancing-Health/Report-Brief-Education.aspx?page=2.
Knowles, M. S., Holton, E. F., & Swanson, R. A. (2011). The adult learner: The definitive classic in adult education and human resource development (7th ed.). Boston, MA: Elsevier.
Kumar, R. D. (2013). Leadership in Healthcare. Anaesthesia & Intensive Care Medicine, 14(1), 39-41.
Letvak, S. A., Ruhm, C. J., & Gupta, S. N. (2012). Original research: Nurses’ presenteeism and its effects on self-reported quality of care and costs. AJN The American Journal of Nursing, 112(2), 30-38.
MacPhee, M., Chang, L., Lee, D., & Spiri, W. (2013). Global Health Care Leadership Development: Trends to Consider. Journal of Healthcare Leadership, 5, 21-29.
Martin, G., Beech, N., MacIntosh, R., & Bushfield, S. (2015). Potential Challenges Facing Distributed Leadership in Health Care: Evidence from the UK National Health Service. Sociology of Health & Illness, 37(1), 14-29.
Munir, F., Nielsen, K., Garde, A. H., Albertsen, K., & Carneiro, I. G. (2012). Mediating the Effects of Work–Life Conflict between Transformational Leadership and Health?Care Workers’ Job Satisfaction and Psychological Wellbeing. Journal of Nursing Management, 20(4), 512-521.
Nawaz, Z. A. K. D. A., & Khan_PhD, I. (2016). The Challenges Concerning the HealthCare Leadership towards Innovation in Developing Countries like Pakistan. Management, 40.
Popoveniuc, B. (2014). Self Reflexivity. The Ultimate End of Knowledge. Procedia-Social and Behavioral Sciences, 163, 204-213.
Powell, W. W., & DiMaggio, P. J. (Eds.). (2012). The New Institutionalism in Organizational Analysis. University of Chicago Press.
Reeves, S., & Hean, S. (2013). Why we need Theory to help us Better Understand the Nature of Interprofessional Education, Practice and Care. Journal of Interprofessional Care, 27(1), 1-3.
Sellhed, O., & Andersson, L. (2014). The Gap between Theory and Practice: An Investigation of how Service Companies Practices the Theories of Segmentation.
Martínez-Gonzalez, M., Monreal-Bosch, P., Perera, S., & Selva Olid, C. (2016). Public Healthcare Organizations: Leadership Or Management?. Athenea Digital (Revista de Pensamiento e Investigación Social), 16(3).
Taormina, R. J., & Gao, J. H. (2013). Maslow and the Motivation Hierarchy: Measuring Satisfaction of the Needs. The American Journal of Psychology, 126(2), 155-177.
Udo-Akang, D. (2012). Theoretical Constructs, Concepts, and Applications. American International Journal of Contemporary Research, 2(9), 89-97.
Weberg, D. (2012, October). Complexity leadership: A healthcare imperative. In Nursing forum (Vol. 47, No. 4, pp. 268-277).
Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the levers: Transformational leadership, public service motivation, and mission valence. Public Administration Review, 72(2), 206-215.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
