Volume 19, Number 65 (10-2016)                   jha 2016, 19(65): 22-30 | Back to browse issues page


XML Persian Abstract Print


Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:

Shabaninejad H, Alyari A, Abolghasem Gorji H. Relationship between Transformational Leadership and Job Performance in Farabi Hospital, Iran. jha. 2016; 19 (65) :22-30
URL: http://jha.iums.ac.ir/article-1-2025-en.html

1- Assistant Professor of Health Services Management Department, School of Health Management and Information Sciences, Iran University of Medical Sciences, Tehran, Iran
2- M.Sc. Student of Health Services Management, School of Health Management and Information Sciences, Iran University of Medical Sciences, Tehran, Iran , aliyari2000@yahoo.com
Abstract:   (1041 Views)

Introduction: In a changing environment and flexible condition, organizational leadership has a crucial role. The present researchtried to determine the relationship between transformational leadership and employees` job performance in Farabi Hospital.

Methods: This is a descriptive and correlational study. Fifty seven of managers were selected via census sampling and 216 subordinates of the managers were selected by Cochrane formula. We used Multi-Level questionnaire (MLQ) to measure transformational leadership and Paterson job performance standard questionnaire to collect the data. In order to analyze the data, Pearson correlation coefficient and multiple linear regression were conducted using SPSS.

Results: The results showed an average level of employees` job performance (4.7) in Farabi Hospital (SD 0.39). Moreover, from the staff’s points of view, the average score of transformational leadership in Farabi`s hospital managers was 4.4. In addition, the results of regression analysis showed a significant relationship between transformational leadership dimensions and staff employees` job performance (P-Value<0.05) and the correlation coefficient for each dimension was 59% for idealized influencing charisma, 48% for inspirational motivation, 56% for intellectual stimulation,and 43% for individualized consideration. Moreover, the simultaneous effect of transformational leadership dimensions on job performance showed idealized influence-charisma (42%) and intellectual stimulation (39%) had positive significant effect on job performance.

Conclusion: Developing and improving transformational leadership dimensions is crucial for its implementation which can enhance healthcare organizational performance.

Full-Text [PDF 538 kb]   (1500 Downloads)    
Type of Study: Research | Subject: General
Received: 2015/11/25 | Accepted: 2016/08/29 | Published: 2016/08/29

Send email to the article author


© 2015 All Rights Reserved | Journal of Health Administration

Designed & Developed by : Yektaweb