Relationships between Personal Factors, Transformational and Transactional Leaderships of Head Nurses, and Work Engagement of Professional Nurses in Community Hospitals

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วรนุช วงค์เจริญ
ปราณี มีหาญพงษ์
จันทร์จิรา วงษ์ขมทอง



          This study aimed to examine relationships between personal factors, transformational leadership and transactional leadership of head nurses, and work engagement of professional nurses in community hospitals. A multi-stage random sampling was used to recruit 314 professional nurses who had been worked at least 1 years in middle-sized community hospitals. Data were carried out from October to September 2017. The research instruments comprised of 3 questionnaires of the transformational leadership, the transactional leadership and the Utrecht Work Engagement Scale-9. Their reliabilities were .94, .70 and .87, respectively. Data were analyzed by using descriptive statistics and Pearson’s correlation coefficients.

The results revealed that the mean score of work engagement was 3.72 (SD=.55), and it was at a high level. Transformational leadership and transactional leadership of head nurses were significantly positively correlated with work engagement (r = .468, p<.001 and r = .398, p<.001). These findings suggest that head nurses should have high leaderships both   transformational and transactional to increase work engagement of professional nurses, especially in middle-sized community hospitals.


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