Transformational and transactional academic nursing leadership on workplace engagement, subordinates' well being and onwards job satisfaction

• Main Author: Moey, Soo Foon
• Format: Conference or Workshop Item
• Language: English; English; English
• Published: 2016
• Subjects: HM Sociology; HM1106 Interpersonal relations. Social behavior
• Online Access: http://irep.iium.edu.my/53058/1/Transformational%20Leadership%2C%20Workplace%20Engagement%2C%20Subordinates%20Well-Being%20and%20Job%20Satisfaction.doc; http://irep.iium.edu.my/53058/3/ICOHAT%202016.pdf; http://irep.iium.edu.my/53058/4/ICOHAT%20front%20page%20%281%29.pdf; http://irep.iium.edu.my/53058/

The challenges confronting Malaysia’s nursing training colleges in their futuristic movement towards world class institutions are enormous. This paper examines the influence of transformational and transactional leadership styles employed by nursing academic leaders in creating a perceived work environment leading to subordinates’ well-being and onwards job satisfaction. This mix mode study used a cross sectional survey design and via focus group interview to obtain data from nurse educators in the nursing colleges under the Ministry of Health, Malaysia. The responses from the questionnaires were analysed using Structural Equation Modelling while that of the qualitative aspect by using the software Atlas Ti. The findings indicated that transformational leadership played a highly significant role as well as a mediating role between transactional leadership style and nurse educators job satisfaction. Perception of work place engagement could play the role of perceived work environment and thus mediate between the relationship between leadership styles and job satisfaction of subordinates. Leaders that engaged in transformational leadership style and the contingent reward attribute of transactional leadership revealed as being able to intrinsically motivate subordinates via the psychological perceptions of well-being leading to engaged subordinates often displaying a deep positive emotional connection with their work and likely to go the extra mile to achieve organizational accomplishments. Transformational and transactional leadership work place engagement was found to be indirect and impacted through the mechanisms of perceived subordinates’ well-being where subordinates perceive their work as meaningful, were involved in their job and experience high degrees of influence ultimately leading to job satisfaction.