Fostering Nursing Job Satisfaction through Transformative Leadership Insights from Clemenceau Medical Center

Fostering Nursing Job Satisfaction through Transformative Leadership Insights from Clemenceau Medical Center | Authorea try { document.documentElement.classList.add('js'); } catch (e) { } var _gaq = _gaq || []; _gaq.push(['_setAccount', 'G-8VDV14Y67G']); _gaq.push(['_trackPageview']); (function() { var ga = document.createElement('script'); ga.type = 'text/javascript'; ga.async = true; ga.src = ('https:' == document.location.protocol ? 'https://ssl' : 'http://www') + '.google-analytics.com/ga.js'; var s = document.getElementsByTagName('script')[0]; s.parentNode.insertBefore(ga, s); })(); Skip to main content Preprints Collections Wiley Open Research IET Open Research Ecological Society of Japan All Collections About About Authorea FAQs Contact Us Quick Search anywhere Search for preprint articles, keywords, etc. Search Search ADVANCED SEARCH SCROLL This is a preprint and has not been peer reviewed. Data may be preliminary. 23 January 2025 V1 Latest version Share on Fostering Nursing Job Satisfaction through Transformative Leadership Insights from Clemenceau Medical Center Author : Samer Abunemeh 0009-0002-4673-9399 [email protected] Authors Info & Affiliations https://doi.org/10.22541/au.173761435.59898399/v1 367 views 162 downloads Contents Abstract Information & Authors Metrics & Citations View Options References Figures Tables Media Share Abstract This study examines the relationship between transformational leadership and job satisfaction among nursing staff in healthcare organizations. The study found that transformational leadership has a positive significant relationship with job satisfaction among nursing staff (r = .670, P<.001). Transformational leadership practices are positively associated with improved nursing staff outcomes such as job satisfaction, productivity, and retention, as well as increased patient satisfaction. The findings of this study highlight the importance of transformational leadership in healthcare organizations and its positive impact on job satisfaction among nursing staff. By implementing transformational leadership practices, healthcare organizations can create a positive work environment that promotes job satisfaction and ultimately leads to improved patient care outcomes. Therefore, healthcare organizations should prioritize the development and implementation of effective transformational leadership styles to promote job satisfaction, loyalty, and productivity among nursing staff. Moreover, involving nursing staff in decision-making processes and increasing their participation can further enhance their satisfaction and performance. Fostering Nursing Job Satisfaction through Transformative Leadership Insights from Clemenceau Medical Center Dr. Samer Ahmad Abunemeh International American University (IAU) 2024 Abstract This study examines the relationship between transformational leadership and job satisfaction among nursing staff in healthcare organizations. The study found that transformational leadership has a positive significant relationship with job satisfaction among nursing staff (r = .670, P<.001). Transformational leadership practices are positively associated with improved nursing staff outcomes such as job satisfaction, productivity, and retention, as well as increased patient satisfaction. The findings of this study highlight the importance of transformational leadership in healthcare organizations and its positive impact on job satisfaction among nursing staff. By implementing transformational leadership practices, healthcare organizations can create a positive work environment that promotes job satisfaction and ultimately leads to improved patient care outcomes. Therefore, healthcare organizations should prioritize the development and implementation of effective transformational leadership styles to promote job satisfaction, loyalty, and productivity among nursing staff. Moreover, involving nursing staff in decision-making processes and increasing their participation can further enhance their satisfaction and performance. Keywords: Clemenceau Medical Center Hospital, health organization, transformational leadership, job satisfaction, and nursing staff. Highlights: • Study Focus: • Examine the influence of teamwork on health outcomes and management practices. • Key Findings: • Teamwork leads to improved care quality, patient satisfaction, and reduced medical errors. • Research Insights: • Emphasizes the importance of strong communication, shared goals, and effective leadership. • Recommendations: • Invest in training and development programs to enhance teamwork skills. Promote a culture of open communication and collaboration. • Conclusion: Teamwork is crucial for improving patient outcomes and healthcare quality. Conflict of Interest The authors declare that there are no conflicts of interest regarding the publication of this paper. The author has disclosed any potential conflicts of interest, and none were identified that could have influenced the conduct or presentation of this research. Ethics Statement This study was conducted in accordance with ethical standards. All participants provided informed consent prior to their involvement in the study. The research adhered to the ethical principles, ensuring the privacy, confidentiality, and well-being of all participants. Acknowledgments The authors would like to acknowledge the support and contribution of the healthcare professionals at Clemenceau Medical Center in Dubai, who participated in this study. Financial support for this research was provided by the author. 1. Introduction The role of leadership in influencing job satisfaction among healthcare professionals is crucial. Studies have demonstrated that effective leadership has a significant impact on job satisfaction, leading to various benefits such as increased employee engagement, reduced turnover rates, and enhanced overall organizational performance. Therefore, understanding the impact of transformational leadership on job satisfaction among nursing staff at Clemenceau Medical Center is crucial for improving the overall well-being of the staff and the quality of patient care. It is widely acknowledged that the healthcare industry, and specifically nursing, faces unique challenges and demands. Therefore, understanding the specific effects of transformational leadership on job satisfaction among nursing staff at Clemenceau Medical Center is essential in creating a supportive and positive work environment that promotes job satisfaction and ultimately improves patient outcomes. This study aims to explore the relationship between transformational leadership and job satisfaction among nursing staff at Clemenceau Medical Center. By examining the perceptions and experiences of nursing staff, this study will provide valuable insights into the effectiveness of transformational leadership in promoting job satisfaction in the healthcare setting. Furthermore, the study will contribute to the existing body of knowledge by providing a context-specific understanding of the relationship between transformational leadership and job satisfaction in a healthcare organization like Clemenceau Medical Center. 1.1 Research Problem: In many healthcare settings, nursing staff job satisfaction is a critical factor that affects the quality of patient care, staff retention, and overall operational efficiency of the medical center. However, despite its importance, there is a persistent challenge in maintaining high job satisfaction among nursing staff. In the context of Clemenceau Medical Center, it has been observed that there may be a correlation between leadership style and job satisfaction among the nursing staff. More specifically, the impact of transformational leadership on job satisfaction is not fully understood. This gap in understanding poses a significant issue as it restricts the health organization’s ability to implement effective strategies to improve job satisfaction and enhance patient care quality. Therefore, this study aims to investigate the impact of transformational leadership on job satisfaction among nursing staff at Clemenceau Medical Center. 1.2 Purpose of the Study The purpose of this study is to examine how transformational leadership impacts job satisfaction among nursing staff at Clemenceau Medical Center. The aim is to provide actionable insights and recommendations for enhancing job satisfaction, potentially leading to improved retention, patient care quality, and operational efficiency. This study will focus on providing context-specific insights for broader knowledge of leadership and job satisfaction in healthcare. 1.3 Research Question: This study seeks to answer the following questions: What is the effect of transformational leadership on job satisfaction among nursing staff at Clemenceau Medical Center? 1.3 Research Objectives Examine the correlation between transformational leadership and job satisfaction among nursing staff. 1.4 Research Hypotheses: Hypothesis 1: There is a positive correlation between transformational leadership and job satisfaction among nursing staff at Clemenceau Medical Center. Hypothesis 0: There is a negative correlation between transformational leadership and job satisfaction among nursing staff at Clemenceau Medical Center. 2. Literature Review The purpose of the literature review is to provide the reader with overall knowledge about the subject of \RL the effect of transformational leadership on job satisfaction among Nursing staff. 2.1 Definitions 2.1.1 Leadership There are various leadership styles, such as Transformational, transactional, laissez-faire, Bureaucratic, and Democratic. Each style is based on distinct approaches and theories. Our study will highlight the transformational leadership model due to its potential in addressing organizational issues. Leadership is defined as the ability to influence and inspire others toward achieving common goals, creating a positive work environment, and fostering employee engagement (Prayitno et al., 2022). Leadership is defined as the process of guiding and directing individuals or a group towards achieving organizational objectives, while also developing and supporting their individual growth and satisfaction. Leadership is about empowering and motivating individuals to work towards shared goals, fostering a sense of purpose and fulfillment in their work (Dewi, 2021). According to Abelha, Carneiro, and Cavazotte, (2018) stated that ”leadership could be important for motivating organization staff and gather resources to achieve organization objectives. employees when getting a clear vision and good inspiration from their leaders will reflect positively on their performance”. 2.1.2 Transformational Leadership Transformational leadership is a style of leadership where leaders inspire and motivate their followers to achieve beyond their self-interests and work together toward a shared vision of success and growth (Suryantini et al., 2022). Transformational leadership is a type of leadership style where leaders inspire, motivate, and encourage innovation and change within their organization. They accomplish this by creating an inspiring vision of the future, motivating employees to engage with that vision, managing the delivery of the vision, and building a strong, supportive community within the organization. This leader-follower dynamic improves job performance, service quality, and employee’s sense of recognition and empowerment (Meirinhos et al., 2023). 2.1.2.1 Transformational leadership comprises four components: The study by Gumerli, Bass, and Avolio (2004) identified four key dimensions of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Skar et al., 2021). 1. Idealized influence : refers to the leader’s ability to serve as a role model and gain the trust and admiration of their followers. Inspirational motivation involves the leader inspiring and motivating their followers through a compelling vision and setting challenging goals. Intellectual stimulation refers to the leader encouraging creativity, critical thinking, and problem-solving among their followers. 2. Inspirational motivation: involves the leader inspiring and motivating followers to exceed expectations in the workplace. It involves informing followers about the purpose and challenges of their work, elucidating and accomplishing a vision, as well as motivating and inspiring them at the workplace. 3. Intellectual stimulation : refers to the leader encouraging creativity, critical thinking, and problem-solving among their followers. This creates a sense of empowerment and personal growth among employees, leading to higher job satisfaction. Additionally, individualized consideration involves the leader recognizing and addressing the unique needs and strengths of each employee. 4. Individualized consideration: involves the leader recognizing and addressing the unique needs and strengths of each employee. By acknowledging and supporting their individual needs, leaders can create a work environment that fosters job satisfaction and overall well-being among staff (Skar et al., 2021). 2.2 Job Satisfaction Job satisfaction refers to the level of contentment and fulfillment that an individual experiences in their job role (Herawati & Wardhani, 2021). Job satisfaction refers to an individual’s overall feelings and evaluation of their job and the degree to which their expectations, needs, and desires are met in their work environment (Prayitno et al., 2022). Job satisfaction in nursing is critical because it directly relates to the quality of patient care, nurse retention rates, and the overall functioning of healthcare organizations. The nursing profession is known for its high-stress environment and understanding factors that improve job satisfaction can significantly benefit healthcare outcomes (Herawati & Wardhani, 2021). 2.3 Clemenceau Medical Center Clemenceau Medical Center Hospital is a fully equipped, state-of-the-art medical center hospital, designed to offer patients one of the most innovative treatments and technologies available in the region, in a safe, compassionate environment. Clemenceau Medical Center Hospital is a state-of-the-art multispecialty located in the Al Jaddaf area of Dubai, UAE. It is affiliated with Clemenceau Medical Center Beirut and Riyadh and Johns Hopkins Medicine International. The hospital is equipped with contemporary medical equipment and innovative technology that meets international standards and is staffed with world-renowned medical professionals. 2.3.1 Clemenceau Medical Center Hospital Team The hospital staff consists of a total of 527 employees distributed as follows: 72 specialist doctors, 12 resident doctors, 10 part-time specialist doctors, 4 general practitioners, 16 pharmacists, 172 nurses, 4 engineers, 164 administrative professionals, 40 Allied medical professionals, and 33 other specialties. The hospital has a diverse staff with a range of experience, from two years to 30 years, in both medical and administrative roles. 2.3.2 Clemenceau Medical Center Hospital Nursing Team The Nursing team consists of a total of 172 nurses distributed as follows: 1 Director, 2 Assistant directors, 10 Nurse managers, and 159 nurses, The Nursing department has a diverse staff with a range of experience, from two years to 20 years, in both Nursing and administrative roles. 2.4 Characteristics of Transformational Leadership at Clemenceau Medical Center At Clemenceau Medical Center Hospital transformational leadership inspires and motivates our teams by setting a clear vision, challenging the existing status, and empowering individuals to reach their full potential. They encourage innovation and creativity, promote collaboration and teamwork, and foster a culture of continuous learning and growth. The transformational style at our hospital exhibits a strong emphasis on patient-centered care, ensuring that the needs and preferences of patients are at the forefront of decision-making and care delivery processes. This leadership style aligns with the organization’s mission and vision, as it promotes exceptional healthcare services in a technologically advanced and compassionate environment, while also emphasizing the importance of continuous improvement and patient satisfaction. The transformational leadership style at Clemenceau Medical Center is exemplified by leaders who inspire and motivate their teams, set a clear vision, encourage innovation and creativity, promote collaboration and teamwork, and prioritize patient-centered care. By using this leadership style, Clemenceau Medical Center creates a positive and empowering work environment where employees feel valued and motivated to deliver exceptional healthcare services to patients (Mastur et al., 2022). 2.4 Transformational leadership and Job satisfaction Transformational leadership has been shown to significantly impact job satisfaction among nursing staff. Studies have consistently found a positive relationship between transformational leadership and increased job satisfaction among nurses (Melnyk & Raderstorf, 2019). Transformational leadership has been found to empower and motivate nursing staff, leading to increased job satisfaction (Wu et al., 2020). Therefore, leaders at Clemenceau Medical Center adopted a transformational leadership style to promote job satisfaction among nursing staff. Additionally, job satisfaction has been linked to various positive outcomes, such as increased productivity, reduced turnover rates, and improved quality of patient care. Transformational leadership has been consistently linked to higher levels of job satisfaction among employees (Melnyk & Raderstorf, 2019). 3. Methodology: The study utilized a quantitative method because it’s the most convenient method for this paper, collecting data through surveys from the Nursing staff at Clemenceau Medical Center in Dubai. The study included 35 valid responses out of 50 questionnaires distributed at Clemenceau Medical Center. The questionnaire had close-ended questions and used a 5-point Likert scale 5 = strongly agree and 1 = strongly disagree. The study used the Multifactor Leadership Questionnaire (MLQ) to measure transformational dimensions. There are four components of transformational leadership: Idealized Influence (II), Inspirational Motivation (IM), Intellectual Stimulation (IS), and Individualized Consideration (IC), each consisting of 5 items. The complete instrument comprises 20 items that were developed by Bass and Avolio, (2004). These items were used in similar fields by Munir et al., (2012); Jameel & Ahmad, (2019), and Torlak and Kuzey (2019). To measure Job Satisfaction this study consists of 5 items that are related to salary and promotion. Data collected were analyzed using SPSS version 23 for descriptive statistics. 4. Data analysis 4.1 Demographic Descriptive. In this section, we will begin by presenting demographic characteristics as shown in Table 1 and Figure 1. Table 1: Demographic characteristics Gender Male 20 57% Female 15 43% Age less than 29 3 8.6% 30 to 39 13 37% 40 to 49 14 40% 50 to 59 5 14% Position Staff Nurse 29 83% Charge Nurse 4 11.3% Nurse Manager 2 5.7% Qualifications BSc 25 71.5% Master 10 28.5% Note. Source: field Survey Data, collected by author in Jan 2024. Figure 1: Demographic characteristics Note. Source: field Survey Data, collected by author in Jan 2024 4.2.1 Validity Validity pertains to the extent to which findings from data analysis align with the specific phenomenon being studied (Umar,2023). To investigate the factors driving the labor choices of health workers, the researcher developed study methods and input from experts. Conducting a pre-test of the research tool enables the detection and rectification of any issues such as unclear or confusing questions, overcrowded questions, and incorrect question numbering (Agaba & Turyasingura, 2022). The researcher ensured the validity of the research instruments by consulting supervisors and obtaining input from experts in the field (Denny et al., 2021). To assess the content validity index, two judges were invited to score the items for each instrument. The content validity index (CVI) was calculated by dividing the proportion of valid items from each judge by the total number of items. CVI = Number of items rated relevant by expert Total number of items in the instrument Summary of the validity statistics: Judge 1. = 19/25 = 0.760, Judge 2. = 21/25 = 0.840 Therefore 0.760+ 0.840/2 = 0.80 These findings suggested that the research instruments were valid for collecting data on the effect of transformational leadership on Job Satisfaction among nursing staff. Mbugua, & Kinyua, (2020) said that the standard requirement for instrument validity is an average content validity index of at least 0.7, which is calculated by dividing the number of items deemed valid by experts by the total number of items. Since the content validity index value is higher than 70%, we confirmed that the instruments were valid. 4.2.2 Reliability The study’s reliability was tested using Composite Reliability (CR) and Cronbach Alpha. CR is considered reliable if it exceeds 0.70 (Hair et al., 2009). Cronbach’s Alpha less than 0.50 is considered unreliable, while 0.70 is adequate, 0.80 is very good, and 0.90 is excellent (Kline, 2023). The study’s reliability is demonstrated in Table (1), which shows Cronbach Alpha values for Transformational Leadership (TL) and Job satisfaction (JS) ranging between 0.811 and 0.792, both greater than 0.70. The Cronbach Alpha scores for all constructs ranged from 0.811 to 0.792, indicating that all constructs have reliable scores and meet the required standards. Table 2: Reliability of the data Transformational Leadership (TL) 0.811 Job satisfaction (JS) 0.792 Table 3: Standard deviation, and correlation Transformational Leadership 0.867 1 0.674 ** Job satisfaction (JS) 0.891 0.674 ** 1 Note: ** Correlation is significant at the 0.01 level (2-tailed). TL (Transformational leadership), JP (Job satisfaction). 5. Result: Correlation coefficient measures the strength and direction of the linear relationship between two variables. It ranges from -1 to 1, where 1 indicates a perfect positive correlation, -1 indicates a perfect negative correlation, and 0 indicates no correlation. In this case, Job satisfaction and Transformation leadership have a correlation coefficient of 0.6738076, indicating a strong positive correlation. These correlation coefficients suggest that there is a positive relationship between job satisfaction and transformational leadership. The transformation leadership has a mean of 24.11 and a standard deviation of 0.867. The distribution is approximately symmetric. It has a significant correlation with job satisfaction (R=0.67). Job satisfaction has a mean of 23.83 and a standard deviation of 0.891. The distribution is approximately symmetric. It has a significant correlation with transformation leadership (R=0.67). The result of the linear regression analysis provides information about the relationship between the variables of Job satisfaction and Transformation leadership in the data frame (Figure 2). The coefficient for Job satisfaction (0.692) represents the estimated change in the mean value of transformation leadership for a one-unit increase in job satisfaction. Model Fit: The multiple R-squared value (0.454) indicates that approximately 45.4% of the variability in transformation leadership can be explained by the linear relationship with job satisfaction. The adjusted R-squared value (0.437) considers the number of predictors in the model and provides a more conservative estimate of the model’s goodness of fit (Table 5: Model Summary). The F-statistics (27.441) and its associated p-value (< 0.001) indicate that the overall model is statistically significant, suggesting that the relationship between job satisfaction and transformation leadership is not due to chance. Table 4: Correlations Job satisfaction Transformational leadership Job satisfaction Pearson Correlation 1 .670** Sig. (2-tailed) < .001 N 35 35 Transformational leadership Pearson Correlation .670** 1 Sig. (2-tailed) < .001 N 35 35 *Correlation is significant at the 0.001 level (2-tailed). SPSS Results. Table 5: Model Summary 1 .670a .454 .437 .250 a. Predictors: (constant), Transformational leadership, SPSS Results In summary, the analysis suggests that there is a statistically significant positive relationship between job satisfaction and transformational leadership. Figure 2: leaner relation between Transformational Leadership (TL) on Job Satisfaction (JS) 6. Discussion This study aimed to examine the impact of Transformational Leadership (TL) on Job Satisfaction (JS) among nursing staff. To achieve this objective, a hypothesis was formulated and tested. The results revealed that TL has a positive and significant influence on JS (r= .670, significant <0.001). This finding suggests that when Nurse staff perceive their leaders (Heads of Departments) as more transformational, they tend to be more satisfied with their jobs. It appears reasonable to assume that a higher perceived level of team leadership could naturally lead to increased job satisfaction. This result is consistent with Melnyk & Raderstorf (2019) found a positive relationship between transformational leadership and increased job satisfaction among nurses. Eliyana, Ma’arif, and Muzakki, (2019) Transformational leadership has a direct impact on job satisfaction. Puni, Mohammed, and Asamoah, (2018) reported all the transformational leadership dimensions have a significant and interactive effect on job satisfaction. Transformational leadership has been found to empower and motivate nursing staff, leading to increased job satisfaction (Wu et al., 2020). On the other hand, the result contrasts with the findings of Medley and Larochelle (1995), who did not find a significant relationship between transformational leadership and job satisfaction. According to Thamrin, (2013) a study conducted in a shipping company, it was found that transformational leadership had no significant impact on job satisfaction, leading to the conclusion that transformational leadership may not be able to increase job satisfaction among employees. However, it should be noted that this study focused specifically on employees in a shipping company and may differ from the perception of Nursing staff. As per the researcher, this study highlights the significant effect transformational leadership can have on job satisfaction among nursing staff in healthcare organizations. This demonstrates the need for healthcare organizations to prioritize the development and implementation of effective transformational leadership styles to improve job satisfaction among their nursing staff. Additionally, it suggests that transformational leadership can lead to decreased burnout among nurses, further emphasizing its importance in promoting well-being and satisfaction among healthcare professionals in the nursing field. 7. Conclusion Leadership styles play a crucial role in organizations, especially within healthcare settings. This study highlights the crucial role of transformational leadership in improving job satisfaction among nursing staff in healthcare organizations. Furthermore, it suggests that involving nursing staff in decision-making processes and increasing their participation can further enhance their satisfaction and performance. The study found that transformational leadership has a positive significant relationship with job satisfaction among nursing staff (r = .670, P<.001). Therefore, healthcare organizations should prioritize the development and implementation of effective transformational leadership styles to promote job satisfaction, loyalty, and productivity among nursing staff. In addition, future research should explore the potential impact of transformational leadership on other important outcomes in healthcare organizations, such as patient satisfaction and quality of care improvement. Overall, this research emphasizes the importance of implementing multiple interventions at individual, leadership, and organizational levels to increase job satisfaction and reduce turnover intention in healthcare organizations in the nursing field. From a theoretical standpoint, this study contributes to the limited literature on the relationship between transformational leadership and job satisfaction specifically within healthcare organizations. However, there are some limitations to consider. Firstly, the study was conducted at only one hospital in Dubai which limits its generalizability to other hospitals. Additionally, since the study focused on the private sector, it may not fully capture differences that exist within the public sector environment. Secondly, the sample size used could be considered small. 8. References Abelha, D. M., Carneiro, P. C. da C. and Cavazotte, F. de S. C. N. (2018) ‘Transformational leadership and job satisfaction: Assessing the influence of organizational contextual factors and individual characteristics’, Revista Brasileira de Gestao de Negocios , 20 (4), pp. 516–532. doi: 10.7819/rbgn.v0i0.3949. Agaba M & Turyasingura J.B (2022) Effects of Management Factors on Project Implementation in Government Aided Secondary Schools in Kabale District, Uganda. Journal of Research in Business and Management Volume 10 ~ Issue 4 (2022) pp: 66-73 Bass, B. M. and Avolio, B. J. 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Positive spiritual climate supports transformational leadership as means to reduce nursing burnout and intent to leave. https://scite.ai/reports/10.1111/jonm.12994 Information & Authors Information Version history V1 Version 1 23 January 2025 Copyright This work is licensed under a Non Exclusive No Reuse License. Keywords collaboration health management health outcomes leadership teamwork Authors Affiliations Samer Abunemeh 0009-0002-4673-9399 [email protected] International American University View all articles by this author Metrics & Citations Metrics Article Usage 367 views 162 downloads .FvxKWukQNSOunydq8rnd { width: 100px; } Citations Download citation Samer Abunemeh. Fostering Nursing Job Satisfaction through Transformative Leadership Insights from Clemenceau Medical Center. Authorea . 23 January 2025. 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