Relationships between transformational leadership of head nurses, organizational culture, and knowledge management as perceived by professional nurses, private hospitals, Bangkok Metropolis
Abstract:
The purposes of this research were to study the levels of transformational leadership of head nurses, organizational culture and to knowledge management; and to study relationships between transformational leadership of head nurses, organizational culture with knowledge management. The 384 staff nurses, selected by multi-stage random sampling technique. The three instrument were transformational leadership, organizational culture and knowledge management, which validated by 6 experts. Cronbach's alpha coefficients of the instruments reliability were .97, .97 and .94 respectively. Frequency, percentage, mean, standard deviation, and Pearson's product moment correlation were analyzed. The major findings were as follows: 1. Arthmetic mean of transformational leadership of head nurses, clan culture, adhocracy culture, market culture, hierarchy culture and knowledge management were all at the high levels (X = 3.55, 3.47, 3.64, 3.64, 3.51 and 3.64 respectively, p < .01). 2. Transformational leadership of head nurses and knowledge management were positively and statistically significant correlated (r = .527, p < .01). 3. Clan culture was positively and statisticaly significant correlated with knowledge management (r = .582, p < .01). 4. Adhocracy culture was positively and statistically significant correlated with knowledge management (r = .593, p < .01). 5. Market culture was positively and statistically significant correlated with knowledge management (r = .569, p < .01). 6. Hierarchy culture was positively and statisticaly significant correlated with knowledge management (r = .568, p < .01).