| Peer-Reviewed

Transformational Leadership Educational Program for Head Nurses and its Effect on Nurses' Job Performance

Received: 29 April 2018     Accepted: 28 May 2018     Published: 15 June 2018
Views:       Downloads:
Abstract

Head nurses` who apply transformational leadership find innovative approaches that enhance staff nurses` performance at their highest level to achieve a vision of quality health care. Also, transformational leader has a major impact on the staff nurses' behavior to achieve health care organization goals as, this leader setting new direction, inspiration, and behaviors for their health care organization. Aim: to assess the transformational leadership educational program for head nurses and its effect on nurses' job performance. Research design: A quasi experimental design. Setting: The study was conducted in all units at Benha University Hospital. Sample: all the available head nurses and their assistants (103) and the convenient staff nurses (138) from the above mentioned setting. Tools: Three tools were used: (1) transformational leadership knowledge questionnaire, (2) the multifactor leadership questionnaire Form 5X Short (MLQ leader form), and (3) nurses’ job performance evaluation (Observation Checklist). Results and Conclusion: showed that there was highly statistically significant improvement in head nurses` knowledge scores and skills regarding transformational leadership immediate post program and three months follow up the program than pre program scores. Also, there was highly statistically significant improvement in scores of job performance elements among staff nurses immediate post program and three months follow up the program than pre program scores as observed by the researcher. Recommendations: Conduct continuous in-service training and education programs for refreshing and increasing head nurses’ knowledge and skills about the transformational leadership style.

Published in American Journal of Nursing Science (Volume 7, Issue 4)
DOI 10.11648/j.ajns.20180704.13
Page(s) 127-136
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2018. Published by Science Publishing Group

Keywords

References
[1] Abdelhafiz, I. M., Alloubani, A. M., Klaledeh, M., Mutari, N., & Almukhtar, M., (2015): Impact of leadership styles among head nurses on level of job satisfaction among staff nurses. European Scientific Journal November: p 1857–7881.
[2] Ahmad, F., Abbas, T., Latif, S., &Rasheed, A., (2014): impact of transformational leadership on employee motivation in telecommunication sector. Journal of Management Policies and Practices. 2 (2) pp. 11-25.
[3] Ahmad, F., Abbas, T., Latif, S., & Abdul -Rasheed., (2014): Impact of transformational leadership on employee motivation in telecommunication Sector. Journal of Management Policies and Practices. Vol. 2 (2), pp. 11-25.
[4] Al-Hilali, M., (2013): Transformational leadership and organizational effectiveness: a predictive study at American Muslim Organizations. Doctorate thesis, University of Phoenix. ProQuest LLC.
[5] Ali, R. M., Elmolla, M. A., & Aref, S. M., (2016): Impact of transformational leadership training Program on nurse's unit manager behavior change. Journal of Biology, Agriculture and Healthcare. 6 (2). www.iiste.org.
[6] Allen, G. P., Moore, W. M., Moser, L. R., Neill, K. K., Sambamoorthi, U., & Bell, H. S. (2016): The role of servant leadership and transformational leadership in academic pharmacy. American Journal of Pharmaceutical Education, 80 (7) 113.
[7] Alshammari, F., (2014): Nursing leadership in the ministry of health hospitals of Saudi Arabia. Doctor of philosophy (PhD) School of Health Sciences College of Science.
[8] Avolio, B., & Bass, B., (2004): Multifactor leadership questionnaire, manual and sampler Set. 3rd., Redwood City, CA: Mind Garden, Inc., California.
[9] Awases, M. H., Bezuidenhout, M. C., &Roos, J. H., (2013): Factors affecting the performance of professional nurses in Namibia. Journal of the Democratic Nursing Organization of South Africa, 36 (1), 60–67.
[10] Bodla, A. M., & Nawaz, M., (2010): Transformational leadership style and its relationship with satisfaction. Interdisciplinary Journal of Contemporary Research in Business, 1 (2).
[11] Botma, Y., Botha, H., & Nel, M., (2011): Transformation: are nurse leaders in critical care ready? Journal of Nursing Management, 20 (7), 921-927.
[12] Brewer, C. S., Kovner, C. T., Djukie, M., Fatehi, F., Greene, W., Chaclo, T. P., & Yant, Y., (2016): Impact of transformational leadership on nurse work outcomes. Journal of Advanced Nursing, 72 (11), 2879–2893.
[13] Cheng, C., Bartram, T., Karimi, L., & Leggat, S., (2016): Transformational leadership and social identity as predictors of team climate, perceived quality of care, burnout and turnover intention among nurses. Person.. 45 (6), 1200–1216.
[14] Choi, S. L., Goh, C. F., Adam, M. B., & Tan, O. K., (2016): Transformational leadership, empowerment, and job satisfaction: The mediating role of employee empowerment. Human resources for health, 14, 73.
[15] Cobb, J. R. (2008): Registered nurse-performance evaluation. from; http/www.halogen software.com.
[16] Cummings, (2010): Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 7, 363-385.
[17] David, S., Armanu, A., & Afnan, T, E., (2017): The effects of transformational leadership personality on employee performance in Nissan Malang mediated by organizational commitment. Russian Journal of Agricultural and Socio-Economic Sciences, vol. 61 (1), P. P 207-215.
[18] Deschamps, C., Rinfret, N., Legace, M. C., & Prive, C. (2016): Transformational leadership and change: How leaders influence their followers' motivation through organizational justice. Journal of Healthcare Management, 61 (3), 194–231.
[19] Doody, O., & Doody, C. (2012): Transformational leadership in nursing practice. British Journal of Nursing, 21 (20), 1212–1218.
[20] Ebrahimi, M., & Khodaverdi, Y., (2015): Investigating the relation between transformational leadership and work interaction (work engagement) among employees of Tejarat Bank and National Bank. Sci. Int. (Lahore), 27 (3); p 2795-2802.
[21] El-Ghabor, G. M. (2014): The effect of work stress management training for head nurses on their job performance. Unpublished Doctorate Thesis. Port Said Faculty of Nursing, Port Said University, Egypt.
[22] Ferguson, S. L., (2015): Transformational nurse leaders key to strengthening health systems worldwide. Journal of Nursing Administration, 45, 351–353.
[23] Fisher, S. A., (2016): Transformational leadership in nursing: A concept analysis. Journal of Advanced Nursing, 72 (11), 2644–2653.
[24] Gilleta, G., Fouquereaua E, Coillota H, Bonnetainb F,& Duponta S, (2017): Ethical leadership, professional caregivers' well-being, and patients' perceptions of quality of care in oncology. European Journal of Oncology Nursing.
[25] Giltinane, C. L., (2013): Leadership styles and theories. Nursing Standard, 27 (41), 35-39.
[26] Hayati, (2014): The relationship between transformational leadership and work engagement in governmental hospitals nurses: survey study.
[27] Higgins, E. A., (2015): The influence of nurse manager transformational leadership on nurse and patient outcomes: Mediating effects of supportive practice environments, organizational citizenship behaviors, patient safety culture and nurse job satisfaction. ProQuest published doctoral dissertation,. London, Ontario, Canada: Western University.
[28] Kotur, B., & Anbazhagan, S., (2014): Education and work-experience - influence on the performance. IOSR Journal of Business and Management. Volume 16 (5). III, PP 104-110.
[29] Lavoie-Tremblay, M., Fernet, C., Lavigne, G. L.,& Austin, S., (2016): Transformational and abusive leadership practices: impacts on novice nurses, quality of care and intention to leave. J. Adv. Nurs. 72 (3), 582–592.
[30] Lievens, I., & Vlerick, P., (2014): Transformational leadership and safety performance among nurses: The mediating role of knowledge-related job characteristics. Journal of Advanced Nursing, 70 (3), 651–661.
[31] Luu, Nguyen, (2012): Training management skills for first-line managers. Bachelor’s Thesis degree program in business management.
[32] Marshall, E. S., (2011): Transformational leadership in nursing. New York: Springer.
[33] Martin, J., (2015): Transformational and transactional leadership: An exploration of gender, experience, and institutional type. Libraries and the Academy, 15 (2), 331–351.
[34] Martin, J., McCormack, B., Fitzsimons, D., & Spirig, R., (2012): Evaluation of a clinical leadership programme for nurse leaders. Journal of Nursing Management, 20, 72-80.
[35] Maryniak, K. D., (2013): Development of training for frontline nurse leaders. Journal for Nurses in Professional Development, 29 (1), 16-18.
[36] Melvyn, R. W., Hamstra., Nico, W.,& Van Yperen., (2013): Transformational and transactional leadership and followers’ achievement goals. J Bus Psychol. 29, PP 413–425.
[37] Millett, C. M., Millett, C. M., & Kevelson, M. J. C., (2015): A study of the influence of the new careers in nursing program on the culture of participating schools of nursing. ETS Research Report Series, 2015 (2), 39.
[38] Moussa, M., Aboshaiqah, A., & Alotaibi, A., (2016): Effect of nurse’s supervisor’s leadership style on nurse's job satisfaction. Swift Journal of Nursing and Midwifery. 2 (2); March: p. 18-25.
[39] Ng, T. W. H., & Feldman, D. C., (2015): Ethical leadership: Meta-analytic evidence of criterion-related and incremental validity. Journal of Applied Psychology, 100 (3), 948-965.
[40] Regan S., Laschinger H. K. & Wong C. A., (2016): The influence of empowerment, authentic leadership, and professional practice environments on nurses’ perceived inter professional collaboration. Journal of Nursing Management. 24, E54–E61.
[41] Sadeghi, A., Akmaliah, Z., Pihie, L., (2012): Transformational Leadership and its predictive effects on leadership effectiveness. International Journal of Business and Social Science Vol. 3 (7).
[42] Safaria, T., Othman, A.,& Abdul-Wahab, M. N., (2011): The role of leadership practices on job stress among Malay academic staff, structural equation modeling analysis. Journal of International Education Studies, 4 (1): 313–315&90.
[43] Salanova, M., Lorente, L., Chambel, M., & Martínez, I., (2011): Linking transformational leadership to nurses' extra-role performance: the mediating role of self-efficacy and work engagement. Journal of Advanced Nursing, 67 (10), 2256-2266.
[44] Smith, P. O., (2015): Leadership in academic health centers: Transactional and transformational leadership. Journal of Clinical Psychology in Medical Settings, 22 (4), 228–231.
[45] Sulieman, I., Mohammad, S., AL-Zeaud, H., Ayat, M., & Batayneh, E., (2011): The relationship between transformational leadership and employees` satisfaction at Jordanian private hospitals. BEH, 5 (2).
[46] Swati, M.,& Rajib, L, D., (2015): Transformational leadership and employee creativity: Mediating role of creative self-efficacy and moderating role of knowledge sharing", Management Decision, Vol. 53 (5), pp. 894-910.
[47] Tahir, L., Abdullah, T., Ali, F., & Daud, K., (2014): Academics transformational leadership: an investigation of heads of department leadership behaviors in Malaysian public universities. Educational Studies, 40: (5), 473-495.
[48] Tessema, G., (2015): Assessing the relationships between transformational leadership and employees’ engagement in North Gondar Zone Public preparatory school teachers, Ethiopia. J Econ Bus Manag, 2 (10B):1076-1085.
[49] To, M., Tse, H., & Ashkanasy, N., (2015): A multilevel model of transformational leadership, affect, and creative process behavior in work teams. The Leadership Quarterly, 26, 543–556.
[50] Vinkenburg, C. J., VanEngen, M. L., Eagly, A. H., & Johannesen-Schmidt, M. C., (2011): An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion? The Leadership Quarterly, 22 (1), 10-21.
[51] Warrilow, S., (2012): Transformational leadership theory - The 4 key components in leading change & managing change. http://EzineArticles.com/?expert=Stephen_Warrilow.
[52] Welton, J., Harper, E., (2016): Measuring nursing care value. Nurs. Econ. 34 (1), 7–14 (https://www.nursingeconomics.net/ce/2018/article340107.pdf).
[53] Wilkes, L., Cross, W., Jackson, D., & Daly, J., (2015): A repertoire of leadership attributes: An international study of deans of nursing. Journal of Nursing Management, 23 (279–288).
[54] Wilson, L. A., Crooks, E. A., Day, S. W., & Dawson, M. A., (2014): Global perspectives on nursing leadership: Lessons learned from an international nursing and health care leadership development program. Journal of Nursing Education and Practice, 4 (2), 140.
Cite This Article
  • APA Style

    Ebtesam Saeed Ahmed Abd-Elrhaman, Nora Ahmed Abd-Allah. (2018). Transformational Leadership Educational Program for Head Nurses and its Effect on Nurses' Job Performance. American Journal of Nursing Science, 7(4), 127-136. https://doi.org/10.11648/j.ajns.20180704.13

    Copy | Download

    ACS Style

    Ebtesam Saeed Ahmed Abd-Elrhaman; Nora Ahmed Abd-Allah. Transformational Leadership Educational Program for Head Nurses and its Effect on Nurses' Job Performance. Am. J. Nurs. Sci. 2018, 7(4), 127-136. doi: 10.11648/j.ajns.20180704.13

    Copy | Download

    AMA Style

    Ebtesam Saeed Ahmed Abd-Elrhaman, Nora Ahmed Abd-Allah. Transformational Leadership Educational Program for Head Nurses and its Effect on Nurses' Job Performance. Am J Nurs Sci. 2018;7(4):127-136. doi: 10.11648/j.ajns.20180704.13

    Copy | Download

  • @article{10.11648/j.ajns.20180704.13,
      author = {Ebtesam Saeed Ahmed Abd-Elrhaman and Nora Ahmed Abd-Allah},
      title = {Transformational Leadership Educational Program for Head Nurses and its Effect on Nurses' Job Performance},
      journal = {American Journal of Nursing Science},
      volume = {7},
      number = {4},
      pages = {127-136},
      doi = {10.11648/j.ajns.20180704.13},
      url = {https://doi.org/10.11648/j.ajns.20180704.13},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajns.20180704.13},
      abstract = {Head nurses` who apply transformational leadership find innovative approaches that enhance staff nurses` performance at their highest level to achieve a vision of quality health care. Also, transformational leader has a major impact on the staff nurses' behavior to achieve health care organization goals as, this leader setting new direction, inspiration, and behaviors for their health care organization. Aim: to assess the transformational leadership educational program for head nurses and its effect on nurses' job performance. Research design: A quasi experimental design. Setting: The study was conducted in all units at Benha University Hospital. Sample: all the available head nurses and their assistants (103) and the convenient staff nurses (138) from the above mentioned setting. Tools: Three tools were used: (1) transformational leadership knowledge questionnaire, (2) the multifactor leadership questionnaire Form 5X Short (MLQ leader form), and (3) nurses’ job performance evaluation (Observation Checklist). Results and Conclusion: showed that there was highly statistically significant improvement in head nurses` knowledge scores and skills regarding transformational leadership immediate post program and three months follow up the program than pre program scores. Also, there was highly statistically significant improvement in scores of job performance elements among staff nurses immediate post program and three months follow up the program than pre program scores as observed by the researcher. Recommendations: Conduct continuous in-service training and education programs for refreshing and increasing head nurses’ knowledge and skills about the transformational leadership style.},
     year = {2018}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - Transformational Leadership Educational Program for Head Nurses and its Effect on Nurses' Job Performance
    AU  - Ebtesam Saeed Ahmed Abd-Elrhaman
    AU  - Nora Ahmed Abd-Allah
    Y1  - 2018/06/15
    PY  - 2018
    N1  - https://doi.org/10.11648/j.ajns.20180704.13
    DO  - 10.11648/j.ajns.20180704.13
    T2  - American Journal of Nursing Science
    JF  - American Journal of Nursing Science
    JO  - American Journal of Nursing Science
    SP  - 127
    EP  - 136
    PB  - Science Publishing Group
    SN  - 2328-5753
    UR  - https://doi.org/10.11648/j.ajns.20180704.13
    AB  - Head nurses` who apply transformational leadership find innovative approaches that enhance staff nurses` performance at their highest level to achieve a vision of quality health care. Also, transformational leader has a major impact on the staff nurses' behavior to achieve health care organization goals as, this leader setting new direction, inspiration, and behaviors for their health care organization. Aim: to assess the transformational leadership educational program for head nurses and its effect on nurses' job performance. Research design: A quasi experimental design. Setting: The study was conducted in all units at Benha University Hospital. Sample: all the available head nurses and their assistants (103) and the convenient staff nurses (138) from the above mentioned setting. Tools: Three tools were used: (1) transformational leadership knowledge questionnaire, (2) the multifactor leadership questionnaire Form 5X Short (MLQ leader form), and (3) nurses’ job performance evaluation (Observation Checklist). Results and Conclusion: showed that there was highly statistically significant improvement in head nurses` knowledge scores and skills regarding transformational leadership immediate post program and three months follow up the program than pre program scores. Also, there was highly statistically significant improvement in scores of job performance elements among staff nurses immediate post program and three months follow up the program than pre program scores as observed by the researcher. Recommendations: Conduct continuous in-service training and education programs for refreshing and increasing head nurses’ knowledge and skills about the transformational leadership style.
    VL  - 7
    IS  - 4
    ER  - 

    Copy | Download

Author Information
  • Nursing Administration Department, Faculty of Nursing, Benha University, Banha, Egypt

  • Nursing Administration Department, Faculty of Nursing, Benha University, Banha, Egypt

  • Sections