Relationships between transformational leadership and participative management of directors with organizational effectiveness as perceived by instructors, Nursing Colleges under the jurisdiction of the Ministry of Public Health
Abstract:
The purposes of this research were to study the relationships between transformational leadership and participative management of directors with organizational effectiveness as perceived by instructors, nursing colleges under the jurisdiction of the Ministry of Public Health. The sample consisted of 303 instructors, selected by multi-stage sampling technique. The instruments were developed by the researcher to elicit transformational leadership, participative management and organizational effectiveness. The questionares were tested for content validity by panel expert. Cronbach alpha coefficient reliability were .96 .94 and .95 respectively. Statistical techniques utilized in data analysis were Pearson Product Moment and stepwise multiple regression analysis. The major findings were as follows: 1. Transformational leadership was positively and significantly related at the high level to the organizational effectiveness, at the .05 level. (r = .720) 2. Participative management was positively and significantly related at the middle level to the organizational effectiveness, at the .05 level. (r = .691) 3. The variables that could significantly predict the organizational effectiveness were intellectual stimulation, decentralization, vision, projecting of the vision and value driven at the .05 level. The predictors accounted for 56.5 percent (R2 = .565) of the variances. The function derived from the analysis was as follow: organizational effectiveness = .693 intellectual stimulation + .376 decentralization + .223 vision, projecting of the vision and value driven (standardized score)