In any organization the major role of a Leader is influencing workers to achieve the desired goal by using his personal skills. Historically, many leadership Styles was used to impact the performance of workers.
Starting from quantum leadership that emphasis on the outcome forgetting worker’s status, passing through transactional leadership that is based on the social exchange which limit the human interaction. Ending by the transformational leadership (TFL) in which the leader motivate and inspire employees to give their best and meet organization’s goals. (Matzler K, et al (2015)) (Giltinane, 2013). The goal achievement is difficult when health structures face challenges as staff shortage and stress at the workplace. Because employees can feel overloaded, demotivated and try to attach to each other since it is an essential human behavior. So, they find that pleasant behavior helpful to feel good and to be more productive. Most of time nurses are in relation with patients, other employees and supervisors. As a result supervisors find the transformational leadership as choice to empower them by building a good relationship, In order to maximize their performance.
(Lin, P. Y., et al. (2015)) Self-esteem is heavily related to the encouragement of nurses that they receive from their superiors and it ultimately influence the job satisfaction, nurse’s stability, patient care, and organizational outcomes. (George, 2016).There are other dimensions which are excluded in this paper. The aim of that essay is to discuss the impact of transformational leadership on nursing staff basing on the four pre-cited dimensions.
Valizadeh et al., (2016) claimed that health care professionals with high self-esteem perform better. Nurses face daily critically ill patients .
As a results, they should be confident in order to be effective. Leaders should be aware about the importance of self-esteem and ways to boost it (George, 2016).Because the failure of the nursing leadership affects both clinical outcomes and quality of the health care services (Garling 2008; Jackson et al.
2013).Numerous studies showed the strong relationship between the transformational leadership and nurses self-esteem which is an emotion that impact the way care providers perceive their role within the health facility and their interaction with patient’s . (Muhammad Afzal, Et al. 2016) Whenever Nurses enter an organization they have emotions and an internal belief about their jobs .Namely that is the job satisfaction as defined by the dispositional theory, which can be also defined as the comparison between workers expectation and the actual situation. Worldwide leaders or supervisor are employed to participate in the creation of a healthy environment in which workers feel better and produce better. That intervention can impacts positively or negatively the job satisfaction.
(Brewer, C. S. et al. 2016) (Lorber, M.
, & Skela Savi?, B. (2012). On the one hand many researchers have claimed that there is a significant positive impact of transformational leadership on nurse’s work satisfaction such as the Bormann 2014, Waldman et al. 2015 and the Malaysian study whom considered that the transformational leadership increases the job satisfaction of healthcare providers. (Choi, S. L., et al (2016)).
In contrast, the study of Buffington et al. (2012) found that job dissatisfaction is correlated to poor leadership, lack feedback, encouragement from superiors and an unsupportive work environment.On the other hand, a study conducted by Abu Alrub and Agamid (2012), no significant relationship between Transformational leadership and the job satisfaction is revealed. That finding is supported by brewer’s study (2016) in which the job satisfaction is correlated with the age and job location rather than the transformational leadership skills. Even though the debate still in discussion because of the variety of dimensions by which researchers measure the job satisfaction. Cowden and Cummings (2015) reported that the transformational leadership is related indirectly to the organizational commitment, through job satisfaction, work group cohesion and empowerment The organizational commitment is the emotional attachment that employees feel on behalf of the organization, and involvement within it. Boehman (2006) as reported by Wiza (2014) considered the commitment as a three dimensional concept comprehensive of affective commitment, continuance commitment and normative commitment.
The first dimension includes sensitive attachment of employees and the involvement in the organization it is considered by as the basis of the two other dimensions of the commitment since it is starts during the first contact of workers with the organization. While the costs that the workers cause when leaving the organization is the pillar of the continuance commitment. Finally normative commitment involves the feelings that employees are obliged to stay with the organization. An American study conducted by Jeanette A (2015) revealed a significant relationship between transformational leadership and organizational commitment in all the three dimensions. (Wiza, et al. (2014))A nurse who find his expectation toward the organization are equal to the reality tend to take advantage of the credibility of the organization which create an emotional and professional relationship based on trust. Especially when co-workers, supervisors or leaders are aware about the importance of trust in any professional relationship and use it as a way to empower workers and try to make them committed toward the organization.
(Sharma, P et al, (2014). The more employees engage in the organization the more they tend to advance their levels and the organization goes forward to achieve the goal. Wiza reported that the more individual’s attitudes toward the organization, the greater the acceptance of the goals of the organization, as well as their willingness to expend more effort to the organization. Attitudes of the chronic absenteeism or tardiness are examples of behaviors that impact heavily nurse’s commitment and the goal achievement.
A Syrian study showed that transformational leadership has a positive impact on organizational commitment
