Transformational Leadership Behaviors of Unit Charge Nurses and the Motivation Status of Staff Nurses

Abstract

Aim: This descriptive correlational study aimed to define transformational leadership behaviors of unit charge nurses and the motivation level of staff nurses working with them and the relationship between transformational leadership and motivation of nurses. Method: The study sample consisted of 108 unit charge nurses and 324 staff nurses. Data were collected using the Demographic Data Sheet, the Leadership Practices Inventory-the Self-Rating and Observer Form, the Social Desirability Scale, and the Job Motivation Scale. Results: The average total score of the Leadership Practices Inventory of unit charge nurses was 129.11±11.45 (min.:30, max.:150). Unit charge nurses self-ratings showed that the most frequent leadership practice was “encourage the heart” (27.27±2.38). Their self-ratings on “model the way” (p=0.000), “challenge the process” (p=0.012), “enable others to act” (p=0.000), “encourage the heart” (p=0.000) and “leadership practices” total scores (p=0.000) were statistically significantly higher than those of the staff nurses. Intrinsic, extrinsic, and total motivation mean scores of staff nurses were 41.43±5.17 (min:18, max:54), 28.25±4.31 (min.11, max:33), and 69.69±8.45 (min:29, max:87), respectively. A positive and statistically significant correlation was found between staff nurses’ evaluation on unit charge nurses’ total leadership practices and intrinsic (p=0.001), extrinsic (p=0.008) and total motivation mean scores (p=0.001). Conclusion: The results of study showed that the motivation level of staff nurses was at a moderate level, yet we also found that transformational leadership practices of unit charge nurses had a significant effect on motivation of staff nurses. Therefore, we have concluded that developing transformational leadership practices of unit charge nurses at healthcare institutions can increase the motivation of staff nurses.