Path Analysis of Transformational Leadership Behavior of Head Nurses, Team Climate for Innovation, Market Orientation Behavior and Service Innovation of Nursing Units in Private Hospitals, Thailand
Keywords:
Service innovation, Transformational leadership behavior, Team climate for innovation, Market orientation behavior, Head nurses of private hospitalsAbstract
Relationship model, sequence and relationship direction of variables related to service innovation are necessary knowledge for the development of service innovation. This quantitative research aimed to study the levels and examine the direct and indirect effects of transformational leadership behavior of head nurses, the team climate for innovation, market orientation behavior, and service innovation of nursing units in private hospitals. The research samples were 384 head nurses with at least 6 months of experience at a nursing unit. Nursing unit was defined as a ward, intensive care unit, labor room, neonatal unit, or an outpatient department in a private hospital. The samples were recruited by simple random sampling. Research instruments consisted of a set of questionnaires with a five-point scale. The questionnaires were assessed by five experts. The content validity index of the transformational leadership behavior of head nurses, team climate for innovation, market orientation behaviors, and service innovation were 0.95, 1.00, 1.00, and 1.00. The reliability of questionnaires in the form of Cronbach’s alpha coefficient was 0.97, 0.94, 0.91, and 0.84. Three hundred and eighteen questionnaires were returned, representing 82.8% of the total number of questionnaires. The data were analyzed using descriptive statistics and inferential statistical analysis such as frequency, mean, standard deviation, and path analysis.
The results showed that the average scores of transformational leadership behaviors of head nurses, team climate for innovation, and market orientation behavior were at a high level and service innovation was at a medium level. Results from path analyses revealed that transformational leadership behavior, team climate for innovation, market orientation behavior, and service innovation were congruent with the empirical data (c2 = 0.974, p = 0.324, CMIN/DF = 0.974, CFI = 1.000, GFI = 0.998, AGFI = 0 .985, RMSEA = 0.000). For path analysis, the results of the study found transformational leadership behavior had a positive direct effect on service innovation (β = 0.12, p <0.05), transformational leadership behavior had a positive indirect effect on service innovation through market orientation behavior (β = 0.24, p <0.05), and transformational leadership behavior had a positive indirect effect on service innovation through a team climate for innovation and market orientation behavior (β = 0 .15, p <0.05). Also, transformational leadership behavior had a totally positive effect on service innovation (β = 0.51, p <0.05), team climate for innovation had a totally positive effect on service innovation (β = 0.19, p <0.05), and market orientation behaviors had a totally positive effect on service innovation (β = 0.61, p <0.05).
The results of this research serve as a guideline for head nurses in developing service innovation within nursing units in private hospitals. Thus, it is vitally important to have self-development opportunities for transformational leadership behavior, team climate for innovation, and market orientation behavior, in order to create more innovative services. Nurse administrators should emphasize policy formulation, training programs for service innovation development, provide opportunities for the application of service innovation and support the presentation of service innovation in order to develop nursing work performance and quality of nursing service.
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