Relationship between Transformational Leadership and Job Performance in Farabi Hospital, Iran

• Main Authors: H Shabaninejad, A Alyari, H Abolghasem Gorji
• Format: Article
• Language: fas
• Published: Iran University of Medical Sciences 2016-10-01
• Series: مدیریت سلامت
• Subjects: Transformational leadership; Job performance; Hospital
• Online Access: http://jha.iums.ac.ir/article-1-2025-en.html

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.