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Uncertainty avoidance
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=== Nursing === In the study of ''Transformational Leadership, Creative Self-Efficacy, Trust in Supervisor, Uncertainty Avoidance, and Innovative Work Behavior of Nurses'' done by Bilal Afsar and Mariam Masood in Mansehra, Pakistan, there were two groups of nurses to see how the relationship among transformational leadership relate to their work behaviors in [[self-efficacy]], trust in superiors, and uncertainty avoidance. The first study hypothesized that there is a correlation between transformational leadership, trust, and uncertainty avoidance that takes a toll on the successfulness or effectiveness of their work behavior. The second study hypothesized that the correlation between transformational leadership, trust, and uncertainty avoidance is due to self-efficacy. With a strong and effective transformational leader, leader that finds a change that needs to be done and makes the change following a specific path with the help of members in the group, providing them with what is necessary to work with; makes their work behavior more successful when nurses have a high level of trust and uncertainty avoidance.<ref name="Afsar2018">{{Cite journal|last1=Afsar|first1=Bilal|last2=Masood|first2=Mariam|date=2018|title=Transformational Leadership, Creative Self-Efficacy, Trust in Supervisor, Uncertainty Avoidance, and Innovative Work Behavior of Nurses|journal=The Journal of Applied Behavioral Science|language=en|volume=54|issue=1|pages=36β61|doi=10.1177/0021886317711891|s2cid=148852338 |issn=0021-8863|doi-access=free}}</ref> The nurses from Study 1 were from public sector hospitals where they were allowed to test out new ideas without the fear of losing their job. They were allowed to take risks in their job location. Employees with high uncertainty avoidance deal with uncertainty through the use of rules and regulations that are set in place. Transformational leaders assist their employees or people below them to take their risks with the correct research and knowledge prior to taking them. These employees with high UA are more open to their transformational leaders. The nurses from Study 2 were from private sector hospitals where they were allowed to do the same as Study 1. Both studies turned out to have the same conclusion, where there were high levels of trust and uncertainty avoidance, transformational leadership had a higher relationship with innovative behavior. Also, creative [[self-efficacy]] did have a correlation among transformational leadership, trust, and uncertainty avoidance. Although, it was discovered that transformational leadership was only useful when there was high levels of trust and high uncertainty avoidance. The leadership wouldn't work if there was a high level of trust and low uncertainty avoidance or the opposite. <ref name="Afsar2018" />
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