Global Transformational Leadership Research Articles

Enhancing Nurses’ Well-Being: Exploring the Relationship between Transformational Leadership, Organizational Justice, and Quality of Nursing Work Life

Aim. The study’s aim was to examine the relationship between transformational leadership, organizational justice, and nurses’ quality of work life. Background. There is an increasing emphasis on the welfare of nurses and their influence on healthcare services. There is a dearth of comprehensive studies on the influence of transformational leadership and justice within organizations on work-related quality of life. Understanding these connections is critical for improving workplace dynamics and fostering nurse well-being. Methods. This cross-sectional research included a convenience sample of nurses working in a general hospital. The data were obtained through self-report questionnaires encompassing three reliable and validated scales: the global transformational leadership scale, organizational justice scale, and quality of nursing work-life scale. The data were then analyzed with SPSS 23 and statistical methods (descriptive statistics, Pearson correlation coefficient, and hierarchical linear regression). This study adhered to the STROBE guidelines. Results. A sum of 527 out of 566 nurses responded to the questionnaires (response rate = 93.1%). The nurses had a high perception of transformational leadership behaviors but had a more moderate view of organizational fairness and the quality of their nursing work life. Transformational leadership was significantly associated with organizational fairness. Also, a positive relationship was found between transformational leadership, justice within organizations, and nurses’ quality of work life. Conclusions. Nurses who consider their leaders as transformative and have the sense of a fair organizational climate are more likely to have higher levels of quality of work life. Implications for Nursing Management. Nurse managers should strive to develop transformational leadership behaviors and promote organizational justice to enhance the well-being and satisfaction of nurses in their work environments.

Factors predicting job performance of nurses: A descriptive predictive study.

This study investigated the job performance and predictability of job demands, job resources, personal resources, work engagement, job crafting, and the transformational leadership of nurse managers on this among nurses in Myanmar. The ongoing crisis of nursing shortages along with heavy workloads combines to form a major challenge in Myanmar and these affected the job performance of nurses during the COVID-19 pandemic. Utilizing a stratified random sample of 474 nurses from tertiary-level general hospitals in the Republic of the Union of Myanmar, a descriptive predictive analysis was carried out. The Demographic Data Sheet, Job Performance Scale, Work Engagement Scale, Job Demands Scale, Job Resources Scale, Personal Resources Scale, Job Crafting Scale, and Global Transformational Leadership Scale were utilized to collect data. The overall level of job performance was perceived to be high, considering various factors such as job demands, personal resources, work engagement, and job crafting were found as significant predictors of nurses' job performance, explaining 63.30% of the total variance. These findings make a valuable contribution toward enhancing nurses' job performance by addressing job demands, fostering work engagement, and nurturing their job-crafting capabilities. Self-reporting data collection may not have accurately represented the actual level of study variable. This study highlighted factors that significantly affect nurses' job performance in general hospitals in Myanmar. The findings provide important evidence for nursing administrators and policymakers wishing to develop strategies to enhance the working environment and remain active in helping the performance of nurses.

Factors predicting proactive work behaviors among nurses: A descriptive predictive study.

This study examined the level of proactive work behavior and predictability of education level, work engagement, transformational leadership of nurse managers, and organizational support on proactive work behaviors among nurses. Nurses face many challenges to provide quality nursing care as numbers of patients increase in particular as a result of COVID-19 and human resource shortages worldwide, this includes Myanmar. Proactive work behavior is a critical factor in providing quality nursing care. We collected data from 183 registered nurses in four university-affiliated general hospitals in Myanmar by using stratified random sampling. Instruments included the Utrecht Work Engagement Scale, the Global Transformational Leadership Scale, the Survey of Perceived Organizational Support, and the Proactive Work Behavior Scale. Descriptive statistics and multiple regression were used to analyze data. Findings are reported according to the STROBE checklist. The overall level of proactive work behavior was perceived as moderate. Transformational leadership and work engagement were significant predictors of proactive work behaviors of nurses, explaining 33.0% of the total variance. Findings provide that both transformational leadership and work engagement are significant predictors of proactive work behaviors which are important for improving the quality of patient care and organizational outcomes. Nurse administrators and hospital directors should encourage nurses to voice ideas for improving the standard of work, provide opportunities for generating ideas, support resources for taking charge and preventing problems whilst also supporting the promotion of nurse managers' transformational leadership and nurses' work engagement.

Transformational leadership and predictors of resilience among registered nurses: a cross-sectional survey in an underserved area

BackgroundHigh resilience increases nurses' ability to cope with job-related stressors and enhances job satisfaction and, consequently, their retention. The study aims to identify resilience predictors and perceptions of transformational leadership in a convenience sample of registered nurses in Lebanon.MethodsAn anonymous cross-sectional survey of a convenience sample of 240 registered nurses working for more than a year at three private hospitals in an underserved area in South Lebanon was used. The survey instrument included demographic questions, the True Resilience Scale ©, and the Global Transformational Leadership Scale. Multiple linear regression was used to assess the predictors of resilience after a descriptive analysis of the study variables.ResultsThe survey response rate was 85%. The nurses' mean resilience score was 119.4 (SD 15.3), and their perception of transformational leadership score was M = 25.0, SD = 6.8. Compared to bedside nurses, nurse managers, nurses with more than five years of experience, and nurses in critical nursing units had statistically significant higher resilience scores (p < 0.05). Resilience scores and perception of global transformational leadership were moderately correlated (r = 0.53, p < 0.05). In the final multiple linear regression model, 30% of the variation in resilience scores was explained by designation (p < 0.05) and perception of Global Transformational Leadership (p < 0.01). Perception of global transformational leadership scores explained 29% of the variance in resilience scores. Designation and perception of global transformational leadership predicted resilience in this sample.ConclusionsA national survey of the Lebanese nursing workforce is needed to achieve an improved predictive model and support policy developments to increase resilience among bedside nurses and retain them in the nursing workforce. Nurse administrators can help by strengthening their transformational leadership behaviors. Consistent use of transformational leadership styles will strengthen bedside nurses' resilience, increase nurse retention, and help sustain the Lebanese nursing workforce.

Transformational leadership and nurses’ satisfaction with their team: A cross-sectional study

Background &amp; Aim: Leadership style influences nursing team satisfaction, impacting organizational behavior, performance, outcomes, and quality of nursing care. This study aimed to describe the relationship between transformational leadership and nurses' satisfaction with their teams.&#x0D; Methods &amp; Materials: A cross-sectional study with 95 participants enrolled by a snowball sample technique, using the Global Transformational Leadership Scale and the Group Satisfaction Scale for data collection, was developed. Quantitative data were analyzed with SPSS 26, and qualitative data were analyzed through conventional content analysis assisted by QDA Miner Lite 4.&#x0D; Results: A statistically significant difference between the participants' length of service and Group Satisfaction and an association between Transformational Leadership and Group Satisfaction was found. Communication skills are highlighted by the participants as characteristics a leader should have.&#x0D; Conclusion: Health organizations should value transformational leadership, especially nowadays, where health work environments are characterized by instability. Training leaders to assume this type of leadership is needed.

The relationship between transformational leadership, job satisfaction, and organizational commitment in Jordanian nurses

Background: Leaders influence and inspire others, develop strategies, organize the work and coordinate resources. Leadership style may affect nurses' performance directly and it may have positive or negative effects on nursing performance. We investigated the relationship between transformational leadership (TL), job satisfaction, and organizational commitment (OC) in Jordanian nurses.&#x0D; Methods: The study utilized a correlational, cross-sectional design. A sample of 253 registered nurses was recruited using a convenience sampling method from two government hospitals in Jordan. The Global Transformational Leadership (GTL) scale, job satisfaction survey, and Organizational Commitment Scale (OCS) were used to collect the data.&#x0D; Results: A total of 253 participants completed the study. The results showed that there was a significant and positive association between TL and job satisfaction, (r = 0.297, P = 0.000). There was a positive relationship between TL and OC (r = 0.200, P = 0.001).&#x0D; Conclusion: Considering the outcomes of the current study, it can be concluded that transformational leadership is one of the important leadership styles that has the potential to support nurses and improved nurses’ job satisfaction and organizational commitment in Jordanian hospitals.&#x0D; Abbreviations: OC - Organizational commitment; TL - Transformational leadership; GTL - Global Transformational Leadership Scale; JSS - Job Satisfaction Survey; OCS - Organizational Commitment Survey&#x0D; Keywords: Transformational leadership; Job satisfaction; Organizational commitment; Nurses; Jordan.&#x0D; Citation: Othman T, Khrais H. The relationship between transformational leadership, job satisfaction, and organizational commitment in Jordanian nurses. Anaesth. pain intensive care 2022;26(3):304-309; DOI: 10.35975/apic.v26i3.1896&#x0D; Received: November 23, 2021, Reviewed: March 09, 2022, Accepted: March 21, 2022&#x0D;

LEADERSHIP AND ITS EFFECTS ON STAFF, RESIDENTS AND RELATIVES IN LONG-TERM CARE HOMES FOR PEOPLE WITH DEMENTIA

How ‘new’ types of leadership in LTC homes relate to healthcare workers’ working conditions, their wellbeing, person-centered care, residents’ quality of life and their relatives involvement, satisfaction and burden has not been studied thoroughly. This therefore was the aim of the present study. Data was derived from the fourth measurement cycle of the Living Arrangements for people with Dementia (LAD-)study, which aims to monitor developments in the care in Dutch LTC homes and to study its effects on residents, family carers and healthcare workers. In this study a newly developed managerial leadership measurement was used, based on the Global Transformational Leadership Scale and the Aged Care Clinical Leadership Qualities Framework. The results underline the importance of the kind of leadership measured since it positively relates to healthcare workers’, residents’ and their relatives’ outcomes. Furthermore, results provide insight into which aspects of leadership show room for improvement.

Use of instruments to evaluate leadership in nursing and health services.

To identify the available scientific evidence about the use of instruments for the evaluation of leadership in health and nursing services and verify the use of leadership styles/models/theories in the construction of these tools. Integrative literature review of indexed studies in the LILACS, PUBMED, CINAHL and EMBASE databases from 2006 to 2016. Thirty-eight articles were analyzed, exhibiting 19 leadership evaluation tools; the most used were the Multifactor Leadership Questionnaire, the Global Transformational Leadership Scale, the Leadership Practices Inventory, the Servant Leadership Questionnaire, the Servant Leadership Survey and the Authentic Leadership Questionnaire. The literature search allowed to identify the main theories/styles/models of contemporary leadership and analyze their use in the design of leadership evaluation tools, with the transformational, situational, servant and authentic leadership categories standing out as the most prominent. To a lesser extent, the quantum, charismatic and clinical leadership types were evidenced.

The effect of leadership styles on employees psychological empowerment and the gender role in this relation

Purpose - The purpose of the study is to identify the impact of three leadership style (paternalistic, transformational and transactional) on psychological empowerment and the moderating effect of gender. Methodology - The Survey method was used to gather data from 97 people working in middle and lower levels in various organizations and the analysis was conducted with SPSS 19. Four validated survey instruments were used to obtain the data: (1) The Multifactor Leadership Questionnaire (MLQ), formulated by Bass and Avolio (1995), (2) The Paternalistic Leadership Scale developed by Voich (1995), (3) The Global Transformational Leadership Scale (GTL) developed by Carless, Wearing and Mann(2000) and (4) The Psychological Empowerment Scale developed by Spreitzer (1995). Findings- The study shows that there is a positive but partial relationship between the Transformational Leadership style and Psychological Empowerment, but there is no relationship between Paternalistic Leadership, Transactional Leadership as predicted. Conclusion- Transformational leadership style has been identified as one of the most important ways to empower employees in organizations in the light of findings.

Is there a correlation between coaches’ leadership styles and injuries in elite football teams? A study of 36 elite teams in 17 countries

BackgroundDo coaches’ leadership styles affect injury rates and the availability of players in professional football? Certain types of leadership behaviour may cause stress and have a negative impact on players’...

Psychometric properties of the Portuguese version of the Global Transformational Leadership (GTL) scale

The aim of this study is to adapt and consequently validate the Global Transformational Leadership measuring scale (GTL). The scale was therefore applied to a sample of 456 members of 70 work groups, belonging to 26 organizations. The factorial structure of the scale was analysed through the exploratory factor analysis (EFA) and confirmatory factor analysis (CFA), with the sample being split in two equal parts: EFA was conducted in both sub-samples and CFA was applied in the second sub-sample. The internal consistency was evaluated via Cronbach's alpha and the nomological validity was analysed via the evaluation of the GTL's correlations with both team-level autonomy and quality of group experience. The results revealed the presence of a unidimensional scale with a good level of internal consistency. Regarding the nomological validity, the results pointed to hypothetical relations, since the GTL showed positive correlations with the variables considered. Thus, the Portuguese version of the GTL is presented as a useful instrument for evaluating transformational leadership.

Relationship between Transformational Leadership and Employee Retention among Healthcare Professionals in the United States

With the endemic health care professional shortage seen both in the United States as well as globally, retaining staff is a high priority. Much like other organizations who rely on human capital, health care professionals are the most important resource for improving patient outcomes, and for achieving organizational performance. Leaders must effectively manage their employees in order to retain top talent and meet organizational goals. One reason for high turnover rates among healthcare professionals is the lack of recognition they are given by their leaders. With this in mind, the purpose of this study was to examine the relationship between transformational leadership components and turnover intentions of health care professionals. One hundred and twenty-seven healthcare professionals from the United States participated in the survey. Participants were recruited through a LinkedIn group of healthcare professionals. More than 100 healthcare professionals from the United States responded to an online survey that contained the Global Transformational Leadership Scale, The Turnover Intention Scale, and demographic questions to describe the sample. A correlational analysis was conducted to determine the type of relationship between the health care professional’s perceptions of their supervisors’ transformational leadership and their intent to turnover. The results of this study support the theory of transformational leadership. The health care professionals’ turnover intentions were negatively correlated with the transformational leadership components, which indicate that as their turnover intentions increased their positive rating of their supervisors’ transformational leadership behaviors decreased.

Transformational leadership in perception of subordinates

Purpose – The purpose of this paper is to identify the model that explains transformational leadership in perceptions of subordinates from Lithuanian organizations and to find out the interactive predictive value of perceivers’ personality traits and social identification. Design/methodology/approach – The self-administered questionnaires that consisted of global transformational leadership scale, social identification questionnaire and NEO-FFI from 505 employees provided data for this study. Cross-sectional methodology, group comparison, correlational and linear regression analyses, structural equation modeling were used to answer the main research questions. Findings – Results of this study suggest that integrative model in which social identification and neuroticism are predictors of perceived transformational leadership and extraversion and agreeableness have links with social identification explains how subordinates perceive transformational leadership. More extraverted and agreeable subordinates tend to report higher levels of social identification with work-unit that together with less emotional stability are related to seeing leader as more transformational. Research limitations/implications – Self-report data may bias the results due to social desirability. Future research should include group’s and individual’s prototypes as important variables in the model that explains perceived transformational leadership. Practical implications – Data of the study revealed that social characteristics of subordinates are important factors in a process of meaning making about a leader. Moreover, human resource managers should be aware that different team building interventions are recommended to employees with different personality profiles. Originality/value – This study is based on a leading transformational leadership theory from under-estimated follower-centric perspective. In addition, it specifically examines interactive predictive value of individual and social subordinates’ characteristics to perceived transformational leadership.

Relationship between Nurses’ Cultural Intelligence

AbstractBackground and aim: Cultural intelligence is an important factor in interaction among various ethnic groups and environments. cultural intelligence may affect job performance.This study examined the relationship between cultural intelligence and job performance of nurses in Eghbal hospital in Tehran,Iran.Materials and Methods: A descriptive correlational design was used. Sample of the research consisted of 70 nurses with at least 1 year of work experience which were randomly selected.Data were collected by using 2 questionnaires: 1- modified Ang and colleagues (2004) questionnaires for cultural intelligence which was translated by Kazimi (2010) and 2- Employee performance questionnaire which was developed by Kazemi (2010) with the reliability of the 0.81. Data were analyzed by SPSS software using Pearson correlation , Multiple regression and Analysis of variance tests.Findings: Results of the study showed that: although there was no significant correlation between total cultural intelligence scores and job performance of nurses but when examining the relationship between cultural intelligence sub categories and job performance a significant correlation was found between behavioral cultural scores with job performance. There was a significant difference between male and female nurses in term of total score of cultural intelligence. Job performance scores was significantly correlated with educational levelConclusion: The results showed tthat behaviorialintelligence may mediate the relationship betweencultural intelligence and performance in nurses. Gender was correlated with Cultural Intelligence and educational level was correlated with job performance in nurses . Keywords: Cultural Intelligence, Job Performance, Nurses Ahanchian MR Amiri R Bakhshi M (2012). [Correlation between cultural intelligence and social interaction of nurses. Journal of Health PromotionManagement . 1(2), 44-53. Ang S et al (2007). Cultural intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation, and task performance. Management and Organization Review .(3) 335-371. Anges BaloghZoltan Gaal Lajos Szabo. (2011) Relationship between organizational cultural intelligence. Management &Marketing, Challenges for the Knowledge society. Romania.6 (1) 95-110. Briones E et al (2009). Development of a cultural self- efficacy scale for adolescents (CSES-A). Internatinal Journal of Intercultural Relations .(33) 301-312. Crowne K (2008).What leads to cultural intelligence?. Business Horizons . 51)5) 391-399. Faramarz M. Cultural intelligence and adaptability to heterogeneous data.In: Tehran. the first national conference on organizational intelligence / business.2010 Dec 29-30: Tehran , Iran, 2010 P:1-7(persian). . Kazemi M Moghimi S M Amiri A (2010).Studying the Relationship between Cultural Intelligence and Employee’s Performance. European Journal of Scientific Research . 42(3)427-432. [online] .[20 July 2012]. Khashei V Mostame M (2011). [ Cultural intelligence officers, directors, keysuccess factors in the management of the third millennium]. Journal of Cultural Engineering , 5th ( 52,51) 62-72 (Persian). lugo M( 2007).An Examination of cultural and emotional intelligences in the development of global transformational leadership skills.doctoral Dissertation.Walden University.[Online] .[24July2012]. Moody M C (2007). Adaptive behavior in intercultural environments: The relationship between cultural intelligence factors and big five personality traits. Unpublished doctoral Dissertation of philosophy.George Washington university. Pour Ibrahim S(2005). The relationship between organizational culture & Performance in branches of Mellat Bank inTehran.(Theses )for the degree of Master of Public Administration: Management Faculty of Tehran University (persian). Rahimnia F Mortazavi S Delaram M (2010). the effects of cultural intelligence on job performance of managers (Case Study: Bank of NewEconomics of Tehran. Journal of tomorrow management .( 22). 8th.67-79 (persian). Ravari A et al (2012). Job satisfaction hospital-based practicing nurses: examining the influence of self- expectation, social interaction and organizational situations. Jornal of Nursing Management . 20(4) 522-533. Shin-yih Chen A Yi-Chun Lin & Sawangpattanakul A (2011).The relationship between cultural Intelligence and Performance with the mediating effect of cultural shock: Acase from Philippine laborers in Tiwan. International Journal of Intercultural relations . 35(2) 246-258. Templer K , Tay C & chandrasekar N (2006). Motivational cultural intelligence, realistic job preview, realistic living conditions preview and cross-cultural adjustment. Group and Organization Management .31(1) 154-173.

Transformational leadership and depressive symptoms: A prospective study

Objective The aim of this study was to examine the association between transformational leadership and depressive symptoms in employees working within healthcare. Method 447 employees completed a baseline survey and 274 completed a follow-up survey 18 months later. 188 completed both baseline and follow-up survey. Transformational leadership was measured using the Global Transformational Leadership Scale and depression was measured using with the Major Depression Inventory. Results Transformational leadership was negatively associated with depressive symptoms at baseline ( β = − 0.31, p < .01, 8% variance) follow-up ( β = − 0.25, p < .01, 3% variance) and prospectively ( β = − 0.21, p < .05, 4% variance). Conclusion Managers with a transformational leadership style may help toward protecting employees from developing major depression.

Psychometric properties of Global Transformational Leadership Scale: Lithuanian version

Nowadays, leadership is seen as a research object related to a successful functioning of a modern organization. Transformational leadership is valued as most appropriate in today’s changing business world. But practitioners and researchers are lacking a broadly applicable, concise instrument which would also be reliable and valid to assess leaders’ transformational leadership skills. So, this research has been targeted to evaluate the psychometric properties (reliability and validity) of the Global Transformational Leadership scale Lithuanian version. The research involved 550 Lithuanian employees from various organizations; 112 respondents participated in the first and 438 respondents in the second stage of the research. All participants filled up a questionnaire consisting of the Global Transformational Leadership scale (Carless et al., 2000) and socio-demographic questions. Questions about job satisfaction (Shim et al., 2002), intentions to leave (Meyer and Tett, 1993), N. F. Mott’s proposed situations to evaluate management effectiveness (quoted after Chauhan et al., 2005) and Transformational Leadership Behavior Inventory (Podsakoff et al., 1990) were added to the questionnaire only in the second stage. The results have shown that the Global Transformational Leadership scale is highly reliable (Cronbach α = 0.925). Besides, the stability of the test–retest results (r = 0.868; p &lt; 0.01; t = 0.921; p &gt; 0.05) was an important feature of this scale. Exploratoryand confirmatory factor analyses used in studying the content validity showed that all seven items of the scale explained one factor – transformational leadership. Construct validity was confirmed by strong correlations (r = 0.815; p &lt; 0.01) between the Global Transformational Leadership scale and the Transformational Leadership Behavior Inventory and by proven relations between transformational leadership and subordinates’ higher job satisfaction, lower turnover intentions, and better evaluations of management effectiveness. Thus, the Global Transformational Leadership scale can be characterized as an instrument with appropriate psychometric properties for individual and group analyses for the purpose of research and practice.

A Short Measure of Transformational Leadership

This study reports the development of a short measure of transformational leadership: the Global Transformational Leadership scale (GTL). The study sample was 1,440 subordinates who assessed the leader behaviour of 695 branch managers in a large Australian financial organisation. Exploratory and confirmatory factor analysis showed that the GTL measured a single construct of leadership and had satisfactory reliability. Evidence for the convergent and discriminant validity is presented. We conclude that the GTL has a number of potential uses as an assessment and selection tool and in leadership research.