The Relationship Model among Transformational Leadership, Work Engagement, and Job Performance of Head Nurses
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Abstract
The purpose of this research was to test the structural equation model of transformational leadership, work engagement, and job performance. The samples were 269 head nurses working in general hospitals. A total of 269 head nurses were selected using Stratified Random Sampling. The research instruments were questionnaires. The questionnaires’ confidence value was evaluated using Cronbach’s Alpha and construct validity through element analysis. The background information of the respondents was analyzed using descriptive statistics. The structural equation model was employed to analyze the causal relationships. The verification of the model’s consistency was conducted relying on hypothesis and empirical data. The study revealed that both transformational leadership and work engagement of head nurses have a positive direct impact on job performance. On the other hand, change leadership along with job engagement have a statistically significant indirect impact on job performance. The structural equation model of change leadership, job engagement, and job performance is congruent with the empirical data. (P-value = 0.069, CMIN/DF = 1.49, GFI = 0.97, AGFI = 0.95, CFI= 1.00, SRMR= 0.023, RMSEA = 0.043). Seventy-eight per cent of all the variables (R2 = 0.78) can predict the job performance of head nurses. These findings suggest that administrators should adhere to developing head nurses to fulfil their roles and promote change leadership and work engagement to achieve the requirements.
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