Transformational Nursing Leadership Practices, Staff Retention and Promotion of Quality Healthcare Training: Evidence from Nursing Colleges in Ghana

doi:10.7176/jbah/12-4-03

Abstract

This paper examined the dynamics of transformational leadership practices, staff retention and promotion of quality healthcare training. The study focused on nurses and midwives training colleges in Ghana. The paper employed quantitative analytical procedure and survey design. Questionnaire was used for the collecting the data. Multi-stage sampling technique was used which emphasised cluster and simple random sampling techniques. Sample size of 102 was used. 78 out of the 102 questionnaires were obtained and processed. Mean scale and standard multiple regression were employed for the analyses. The study revealed although the level of perceived transformational leadership practices is low, all the constructs exhibited significant positive effect on staff retention except Intellectual Stimulation (IS) which revealed insignificant positive effect. It was further found that although all the transformational leadership constructs exhibited positive effect, only Inspirational Motivation and Intellectual Stimulation (IS) are significant. However, when moderated by staff retention, all the transformational leadership constructs revealed significant and improved positive influence on perceived quality healthcare training. It is therefore recommended that policy in improving quality healthcare training should integrate both the promotion of transformational leadership and improved staff retention in nurses and midwives training colleges in Ghana. Keywords: Transformational Leadership, Staff Retention, Promotion of Quality Healthcare Training, Principals DOI: 10.7176/JBAH/12-4-03 Publication date: February 28 th 2022

Highlights

Leadership has become more important in todays’ world of work
Marrying the critical role of transformational leadership practices to the need for continuity of services through staff retention, this study argues that staff retention could strengthen or weaken the strength of the relationship between perceived principals’ transformational leadership practices and promotion of quality healthcare training
The general threshold is that when the tolerance value is less than 0.1 and the Variance Inflation Factor (VIF) is not greater than 10, it is safe to assume that there is multicollinearity problem

Summary

Introduction

The endorsement and application of effective leadership style ensures changes in attitudes, values and behaviours through interactions between leaders and followers (Bass, & Riggio 2006). Leadership cannot be isolated in pursuing any successful endearvour and its value extends beyond pure managerial field to other fields including the healthcare sector. Leadership styles are vital to defining a healthcare facility’s culture and provide a favorable environment that encourages freedom, motivation, job satisfaction, and career progress (Marquis & Huston, 2017). It has been documented that institutional factors such as leadership style can either drive the stress or contribute to the well-being of the staff (Arnetz, & Blomkvist, 2007; Bartram, Joiner, & Stanton, 2004; Lohela, Bjorklund, Vingard, Hagberg, & Jensen, 2009). The concept of leadership in healthcare have historical undergone several developments, presenting different peculiarities over time and constantly changing environment (Institute of Medicine, 2004)

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