Inspiration
Results
Table 1 Descriptive Statistic of Demographics Characteristics of Participants (N=150)
| variables | f | (%) | |
|---|---|---|---|
| Age | |||
| 31 –35 | 79 | 53 | |
| 36 –40 | 36 | 23 | |
| 41 –above | 36 | 24 | |
| Gender | |||
| Male | 70 | 46 | |
| Female | 80 |
54 | |
| Nationality |
|||
| Saudi | 117 | 78 | |
| Non-Saudi | 33 | 22 | |
| Marital Status |
|||
| Single |
25 | 17 | |
| Married | 117 | 78 | |
| Divorced |
3 | 2 | |
| Widowed | 5 | 3.3 | |
| No of children's | |||
| 0-1 |
117 | 78 | |
| 2-3 | 25 | 17 |
|
| 4-5 | 8 | 5 | |
| Educational Level |
|||
| Diploma |
30 | 20 | |
| BS |
40 | 27 | |
| MS |
45 | 30 | |
| PhD | 35 | 24 | |
| Practice |
|||
| Less than 1 year | 10 | 6 | |
| 1-5 years | 15 | 10 | |
| 6-10 years | 20 | 13.3 | |
| 11-15 years | 30 | 20 | |
| 16-20 years | 35 | 23.3 | |
| More than 20 years | 35 | 23.3 |
|
| Job | |||
| Medical managers | 35 | 23.3 | |
| Supervisors of nurses | 35 | 23.3 | |
| Nurse teachers | 35 | 23.3 | |
| Other supporting staff professionals |
35 | 23.3 |
Note f =Frequencies of variables, % = Percentage Table 1 shows the frequencies and percentage of demographic characteristics of participants. Demographic information includes age, gender, nationality, marital status, number of children, educational level, and job. Demographical is information that gives statistical inference about the number and the percentage of the participant with respect to the demographical values.
Table 2 Healthcare leader's availability (N = 150)
| Statement | Never | Occasionally Sometimes |
Often Always |
Total |
|---|---|---|---|---|
| 1 | 0% | 30% | 70% | 100% |
| 2 | 40% | 43% | 17% | 100% |
| 3 | 0% | 33% | 67% | 100% |
| 4 | 23% | 13% | 63% | 100% |
| 5 | 56% | 30% | 13% | 100% |
| 6 | 3% | 27% | 70% | 100% |
| 7 | 3% | 30% | 67% | 100% |
As table 2 showed that healthcare leader's availability for solving subordinate problems. 70% of the healthcare leaders responded that they were always/often available in the department of healthcare subordinates to solve their problems, whereas 43% of healthcare leaders responded that they tend occasionally /sometimes to postpone or delay sessions on the topics that they do not like while 67% healthcare leaders responded that they often/ always answer all those questions and issues related to their subordinates. 63% of healthcare leaders responded that they are often/ always available for help and guidance to their subordinates. 56% of healthcare leaders responded that they never avoid meeting their subordinates if they cannot satisfy them in their seasons. 70% of healthcare leaders responded that they often/ always help their subordinates in detail with their problems and solutions. And 67% responded that they often/ always guide their subordinates in detail about what to do and how they can do it.
Table 3 Healthcare leader's inspiration toward Subordinates (N = 150)
| Statement | Never | Occasionally Sometimes |
Often Always |
Total |
|---|---|---|---|---|
| 1 | 3% | 60% | 40% | 100% |
| 2 | 0% | 53% | 43% | 100% |
| 3 | 0% | 23% | 77% | 100% |
| 4 | 0% | 47% | 53% | 100% |
| 5 | 13% | 53% | 33% | 100% |
| 6 | 3% | 53% | 43% | 100% |
| 7 | 10% | 53% | 33% | 100% |
As table 3 showed that 60% of the healthcare leaders responded that they occasionally/sometimes they took up their subordinates' cause and fight for them, 53% healthcare leaders occasionally/sometimes make the needed preparation for field work and undertake all responsibilities to make the subordinate gain from the of experience. 77% of healthcare leaders often / always provide their subordinate support, if they need or salient it, even after the course are completed. 53% of healthcare leaders often/always think of healthcare practices as a challenge and try out new ways of improving on the previous one. 53% of healthcare leaders occasionally/sometimes cover in their healthcare practices only those topics which are prescribed. 53% occasionally/sometimes gave material to the subordinates which are not easily available to them. And 53% of healthcare leaders occasionally/sometimes prepare a thorough the case (and put it strongly) for increasing the budget for their activities to ensure their effectiveness.
Table 4 Healthcare leader-subordinate relationship (N = 150)
| Statement | Never | Occasionally Sometimes |
Often Always |
Total |
|---|---|---|---|---|
| 1 | 23% | 54% | 23% | 100% |
| 2 | 0% | 47% | 53% | 100% |
| 3 | 37% | 40% | 23% | 100% |
| 4 | 3% | 37% | 60% | 100% |
| 5 | 3% | 37% | 60% | 100% |
As table 4 showed that 54% of healthcare leaders occasionally/sometimes communicate strong feelings to their subordinates without caring whether that will affect the healthcare service climate, and 53% of healthcare leaders often/always gave clear instructions to their subordinates about what should or should not be done. 40% of healthcare leaders occasionally/sometimes do not express their negative feelings to their subordinates during sessions but continue to be bothered by them. 60% of healthcare leaders often/always provide their subordinates with appropriate solutions to their problems. 60% of healthcare leaders often/always consult subordinates about what they like to do and adjust their healthcare practices plan accordingly.
Table 5 Healthcare leader colleague's relationship (N = 150)
| Statement | Never | Occasionally Sometimes |
Often Always |
Total |
|---|---|---|---|---|
| 1 | 7% | 43% | 50% | 100% |
| 2 | 7% | 53% | 40% | 100% |
| 3 | 7% | 63% | 30% | 100% |
| 4 | 6% | 50% | 44% | 100% |
| 5 | 20% | 60% | 20% | 100% |
| 6 | 7% | 36% | 57% | 100% |
| 7 | 27% | 57% | 16% | 100% |
As table 5 showed that 50% of healthcare leaders were often/always consult with their colleagues while preparing a new topic for healthcare practices, 53% of healthcare leaders occasionally/sometimes excited by new ideas and discuss them with their colleagues and subordinates, even when they have not worked out the details. 63% of healthcare leaders occasionally/sometimes work on new ideas, and they involve others as well. 50% of healthcare leaders occasionally/sometimes come across any problem. they study related literature and discuss it with the relevant people to find a solution. 60% of healthcare leaders occasionally/sometimes strongly argue their point of view in staff meetings. 57% of healthcare leaders occasionally/sometimes do not hesitate to criticize colleagues for their bad sessions, even if they fed offered and do not accept their feedback. 57% of healthcare leaders learned from their supervisor and experienced person.
Table 6 Classroom environment (N = 150)
| Statement | Never | Occasionally Sometimes |
Often Always |
Total |
|---|---|---|---|---|
| 1 | 53% | 40% | 7% | 100% |
| 2 | 0% | 27% | 73% | 100% |
| 3 | 0% | 50% | 50% | 100% |
| 4 | 0% | 30% | 70% | 100% |
| 5 | 0% | 70% | 30% | 100% |
| 6 | 0% | 50% | 50% | 100% |
As table 6 showed that 53% of healthcare leaders never show their resentment to those subordinates whose behavior in class is not according to their instructions. 73% of healthcare leaders always/often tried to set an example to their subordinates by their behavior. 50% of healthcare leaders often/always raise the concerns they have about the subordinates, behavior in the group to encourage them to discuss these and set desirable norms. 60% of healthcare leaders often/always clearly prescribe standards of behavior to be followed in the class that they healthcare practices. 70% of healthcare leaders always/often value punctuality, they start their class on time. 50% of healthcare leaders occasionally/sometimes do not accept any excuse for tasks not being completed.
Table 7 Course preparation and completion (N = 150)
| Statement | Never | Occasionally Sometimes |
Often Always |
Total |
|---|---|---|---|---|
| 1 | 0% | 53% | 47% | 100% |
| 2 | 3% | 47% | 50% | 100% |
| 3 | 0% | 40% | 50% | 100% |
| 4 | 0% | 57% | 43% | 100% |
| 5 | 0% | 47% | 53% | 100% |
| 6 | 0% | 40% | 60% | 100% |
| 7 | 3% | 43% | 53% | 100% |
As per table 7, 53% of healthcare leaders occasionally/sometimes collect all relevant information and literature regarding sessions even though those are not immediately needed. 50% of healthcare leaders often/always think of new and creative material for their sessions. 50% of healthcare leaders often/always tried out new methods to make healthcare practices more effective. 57% of healthcare leaders occasionally/sometimes gave high priority to the completion of the topic, when they must rush through it. 53% of healthcare leaders often/always collect the relevant material for the session assigned to them. 60% of healthcare leaders often/always try out new methods of healthcare practices and have no patience for consolidating those that they have already tried out. 53% of healthcare leaders always/often prepare in advance all the notes and aids needed for the healthcare practice sessions.
Table 8 Subordinate encouragement for innovation (N = 150)
| Statement | Never | Occasionally Sometimes |
Often Always |
Total |
|---|---|---|---|---|
| 1 | 0% | 40% | 60% | 100% |
| 2 | 0% | 30% | 70% | 100% |
| 3 | 3% | 47% | 50% | 100% |
| 4 | 20% | 47% | 33% | 100% |
| 5 | 27% | 40% | 33% | 100% |
| 6 | 23% | 44% | 33% | 100% |
Table 8 showed that 60% of healthcare leaders often/always encouraged their subordinates to explore with them what should or should not be done and why. 70% of healthcare leaders are often/always excited by new ideas and discuss them with their colleagues and subordinates, even when they have not worked out the details. 50% of healthcare leaders often/always accept those suggestions from their subordinate that appeals to hem. 47% of healthcare leaders are occasionally/sometimes enthused by ideas and tend to overwhelm their subordinates with them. 40% of healthcare leaders occasionally /sometimes if they were not available, tried to divert them to some other issue 44% of healthcare leaders occasionally/sometimes got impatient with subordinates who did not give new ideas and solutions.
Table9 Correlational matric (N = 150)
| 1 | 2 | 3 | 4 | 5 | 6 | 7 |
|
|---|---|---|---|---|---|---|---|
| 1 | - | .99** | -.98** | -.98** | .97** | -.99** | -.85** |
| 2 | - | - | -.98** | -.98** | .97** | -.99** | -.87** |
| 3 | - | - | - | .99** | -.95** | .99** | -.93** |
| 4 | - | - | - | - | -.95** | .98** | -.93** |
| 5 | - | - | - | - | - | -.97** | -.83** |
| 6 | - | - | - | - | - | - | -.86** |
| 7 | - | - | - | - | - | - | - |
Table 8 indicates the correlation matrix among the research variables of transformational leadership.
It indicates that all the dimensions strongly correlate to each other with stronger significance.
Table 10 One-Way Analysis
| Medical Managers (35) |
Supervisors Of Nurses (35) |
Nurse (35) | Teachers | Others (35) |
F (2,115) | η | Post-Hoc | ||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| M | SD | M |
SD | M |
SD | M | SD | ||||
| 1 | 39.33 | 1.02 | 25.15 | 1.59 | 30.00 | .00 | 29.33 | 1.05 | 39.99 | .00 | .-15.83 |
| 2 | 29.44 | .83 | 25.17 | 1.59 | 30.00 | .00 | 29.44 | .83 | 38.99 | .00 | .13.19 |
| 3 | 22.77 | 1.23 | 23.65 | 1.72 | 21.8 | .38 | 22.77 | 1.23 | 36.99 | .00 | .14.72 |
| 4 | 36.11 | 1.58 | 29.6 | 1.5 | 23.46 | 1.15 | 26.11 | 2.58 | 36.55 | .00 | 9.18 |
| 5 | 24.37 | 1.09 | 22.01 | 2.10 | 26.91 | 1.67 | 28.01 | 2.32 | 3209 | .01 | 8.91 |
| 6 | 31.0 | 2.11 | 24.91 | 2.02 | 27.01 | 1.01 | 25.91 | 2.01 | 34.03 | .00 | 7.98 |
| 7 | 36.00 | .00 | 37.39 | 1.10 | 36.00 | .00 | 36.00 | .00 | 163.57 | .00 | 7.99 |
Table 9 shows the F -value for transformational leadership across job descriptions of leaders. Results indicate a significant main difference across the job description of leader's F (2,115) = 33. 99, p>. 00,