Inspiration

The data analysis was classified into seven classes/ dimensions.  

The first dimension was related to healthcare leaders' availability for solving subordinates' problems. This dimension deals with the seven sub-scales, out of that 70% of healthcare leaders are always/ often available in the department to facilitate subordinates to solve their problems, 43% of healthcare leaders occasionally /sometimes postpone or delay sessions on the topics that they do not like, 67% healthcare leader's questions that they often/ always answer all those questions and issues related to their subordinates. 63% of healthcare leaders are often/ always available for help and guidance to their subordinates. 56% never avoid meeting their subordinates, if they could satisfy them in their seasons. 70% often/ always help the subordinates in detail with their problems and solutions. 67% often/ always guide their subordinates in detail about what to do and how they can do it.  

Dimension two was related to the healthcare leader's inspiration towards healthcare services. 60% of the healthcare leaders responded that they occasionally/sometimes took up their subordinates' cause and fight for them, 53% of healthcare leaders occasionally/sometimes make the needed preparation for field work and undertake all responsibilities to make the subordinates gain from the experience. 77% of healthcare leaders often / always provide their subordinates support, if they need or salient it, even after the course of services are completed. 53% of healthcare leaders often/always think of training as a challenge and try out new ways of improving on the previous one. 53% of healthcare leaders occasionally/sometimes cover in their training 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 the case (and put it strongly) for increasing the budget for their activities to ensure their effectiveness. 

Dimension three was related to the healthcare leader subordinates' relationship. 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 the session 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 teaching plan accordingly. 

Dimension four was related to the healthcare leader colleague's relationship. 50% of healthcare leaders often/always consult with their colleagues while preparing a new topic for teaching, and 53% of healthcare leaders are 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; 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. 53% of healthcare leaders occasionally/sometimes strongly lobby for their college. 57% of healthcare leaders occasionally/sometimes gave their authorities a piece of their mind, and use strong language without caring for the consequences. 60% of healthcare leaders occasionally/sometimes work on new ideas; they involve others as well.

Dimension five was related to the healthcare leader's classroom environment management. 53% of healthcare leaders occasionally/sometimes show their resentment to those subordinates whose behavior in class is not according to their instructions. 73% of healthcare leaders occasionally/sometimes tried to set an example to their subordinates by their behavior. 50% of healthcare leaders often/always raise the concerns they have about their subordinates, and behavior in the group to encourage them to discuss these and set desirable norms. 60% of healthcare leader often/always clearly prescribe standards of behavior to be followed in the class that they teaching. 70% healthcare leaders occasionally/sometimes value punctuality, they start their class on time. 50% of healthcare leaders occasionally/sometimes do not accept any excuse for tasks not completed. 

Dimension six was related to the healthcare leader course preparation and completion during the semester. 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 teaching 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 teaching and have no patience for consolidating those that they have already tried out. 53% of healthcare leaders responded that they prepare in advance all the notes and aids needed for the teaching sessions. 

Dimension seven was related to the subordinate's encouragement for innovation. 60% of healthcare leaders occasionally/sometimes encourage 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 subordinates that appeals to them. 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.

Inspirational leadership has inter-correlation suggesting that a leader must have certain capacities and capabilities to deal with the subordinate how the perspectives. this exemption was Conjuring to the hypothesis of this present study that is associated with the correlational parametric suggesting that each dimension of the transformational leadership style has stronger relationships showing effective and inspirational Healthcare leaders must acquire the characteristics of a true leader. Seemingly, differences on the job description indicated that each of the leadership posts accounts for a different style of leadership. this is given to our result suggesting that effective leadership and inspirational leader are necessary and related to their demand for occupational work experiences. all these values give information about the effectiveness of inspirational leadership style influence the constructive, capacity, capability, and self-confidence among subordinates and colleagues. An inspirational approach to positive Healthcare leadership is one of the most important perspectives in identifying the constructiveness and productivity in healthcare organizations.