The Relationship between dimensions of Transformational leadership and Job Involvement staff from managers View in teaching hospitals of Yazd in 2013

• Main Authors: MA Bahrami, MA Morvati, A Dehghan, R Montazeralfaraj, GM Ahmadi, H Shahbazi
• Format: Article
• Language: fas
• Published: Shahid Sadoughi University of Medical Sciences 2016-03-01
• Series: Toloo-e-behdasht
• Subjects: transformational leadership; Teaching Hospitals; managers; job involvement
• Online Access: http://tbj.ssu.ac.ir/browse.php?a_code=A-10-593-1&slc_lang=en&sid=1

Introduction: At the beginning of the new century, organizations working in the field of healthcare, always felt the need of radical change and creativity work. Nowadays a new style of leadership as transformational leadership is considered, this style affects the employee careers to enhance their abilities, and thereby to create positive changes in the personnel to do things better and to strengthen and enhance the ability of employees to learn. In other hand, the concept of job involvement is also an organization important issue in which refers to psychological degree of the current jobs of the person. The purpose of this study was survey The Relationship between dimensions of Transformational leadership and Job Involvement From managers View In teaching hospitals of Yazd in 2013. Methods: This study was descriptive- analytic. The study population consisted of all managers (Senior, middle, operational) of the teaching hospitals (Shahid Sadoughi, Rahnemon, Afshar, crashes and burns), Due to the limited number of general research community, they underwent all in the statistical population (N = 180). Data was collected by transformational leadership Questionnaire from the view of bass & olive managers and Job Involvement Questionnaire of Thomas and Data was analyzed by SPSS18. Results: Findings show that Between  the transformational leadership and four dimension (intellectual persuasion, inspirational motivation, idealized influence, individualized consideration)with job involvement in four hospitals with p =./01 and r=./289  , there is a significant and positive relationship. Conclusion: Transformational leadership in hospitals has led to the creation of positive changes in employee performance for better work and to improve learning and increase the ability of employees.