Head Nurses’ Transformational Leadership and Registered Nurses’ Voice Behaviors, University Hospitals, Northern Region
Keywords:
Transformational Leadership, Voice Behaviors, Registered Nurses, University Hospitals, Head NursesAbstract
Voice behavior of employees is a vital factor to facilitate changes and to create innovation in an organization. Therefore, head nurses should motivate Registered Nurses to have voice behavior. The purposes of this descriptive correlational study were to explore the perceived transformational leadership of head nurses, the level of voice behavior among nurses and the relationship between perceived transformational leadership and voice behavior among nurses in University Hospitals Northern Region. The sample consisted of 352 Registered Nurses who have at least one year of experience were chosen by stratified random sampling. The study instrument used was a questionnaire that included three parts: 1) demographic data questionnaire, 2) voice behaviors questionnaire, and 3) Leadership Practices Inventory. The Cronbach’ alpha coefficients of the voice behaviors questionnaire and the Leadership Practices Inventory were .89 and .88, respectively. Data were analyzed using descriptive statistics and Spearman’s rank-order correlation.
The study results were as follows
- Registered Nurses perceived the transformational leadership of head nurses at a high level ( = 3.63, SD = .77). About 88 % of registered nurses had a high level of voice behavior, whereas approximately 12% of the nurses had to improve their voice behavior.
- Perceived head nurses’ transformational leadership had a positive correlation with voice behaviors (rs = .239, p < .01)
The results of this study could help nurse managers to understand the association between perceived head nurses’ transformational leadership and voice behavior among registered nurses. It is recommended that transformational leadership should be a requirement of head nurses to practice in order to motivate followers to voice their suggestions for changes.
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