The Relationship Between Perceived Nursing Leadership Styles and Job Involvement Among Hospital Nurses

Abstract

Background The job involvement of nursing staff plays an important role in the quality of hospital services However different leadership styles of different head nurses may have different effects on the job involvement of nursing staff So far there has been only one seminar paper published long ago in Taiwan exploring the relationship between nursing leadership styles and job involvement Aim The purpose of this research was to explore the current status of perceived leadership styles and the job involvement among hospital nursing staff in Taiwan Methods This study adopted a cross-sectional survey method with 18 general hospitals of the Ministry of Health and Welfare as the research units With stratified random sampling a total of 995 nursing staff of these hospitals were recruited as the research subjects The structured questionnaire survey method was utilized to collect data The “multifactor leadership questionnaire” (MLQ Rater Form) was used to investigate the leadership styles of the head nurses in these hospitals After MLQ (Rater Form) was translated into the Chinese version a confirmatory factor analysis was performed The Bollen-Stine bootstrap was executed for analysis and the chi-square value obtained was 53 840 The fitting index analysis of the model was performed based on χ2/DF= 1 122 GFI= 0 995 AGFI= 0 992 RMSEA= 0 011 RMR= 0 012 SRMR= 0 027 and CFI= 0 999 The Chinese version of the MLQ (Rater Form) conformed to all aspects of the original questionnaire The study adopted a simplified version of job involvement scale modified from Kanungo’s SPSS 18 0 was used for analysis of descriptive and inferential statistics including analysis of independent sample t-tests One-Way ANOVA Multiple Regression Analysis Pearson correlation analysis and AMOS 22 0 for confirmatory factor analysis Results Transformational leadership (r = 24 p < 001) and transactional leadership (r = 24 p < 001) were significantly positively correlated with job involvement; passive avoidant leadership (r = - 03 p > 05) was not significantly correlated with job involvement Through multiple regression analysis the predictive power of transformational leadership for job involvement was 11%; the predictive power of transactional leadership for job involvement was 12% higher than that of transformational leadership; the predictive power of passive avoidant leadership for job involvement was 5% Conclusion The higher the transformational leadership and transactional leadership of the head nurse perceived by the nursing staff the higher their job involvement Transformational leadership transactional leadership and passive avoidant leadership have a small explanatory power for job involvement which means that in addition to the three leadership types other appropriate explanatory variables should still be found The research results can be used as the basis of practical training for nursing leaders and reference for human resource management In addition the Chinese version of the MLQ (Rater Form) verified by this study can be used as a suitable instrument for investigating nursing leadership styles in Taiwan

Date of Award	2021
Original language	English
Supervisor	Miao-Fen Yen (Supervisor)