The effect of transformational leadership on nurse job performance

Aim: This study was conducted to examine the effect of nurses' perceptions of their nurse managers' transformational leadership style on their job performance. Materials and Methods: This descriptive and cross-sectional study was carried out between September 15 and December 31, 2024, with nurses working in two public training and research hospitals who volunteered to participate. The study was conducted with 216 nurses who met the inclusion criteria. Data were collected using the "Personal and Professional Characteristics Questionnaire," the "Transformational Leadership Inventory," and the "Nurse Job Performance Scale" through face-to-face interviews. Data were analyzed using SPSS V23 and R software, and the significance level was set at p<0.05. Results: The mean score of the "Nurse Job Performance Scale" was found to be 4.12 ± 0.64, and the mean score of the "Transformational Leadership Inventory" was 3.32 ± 0.91. Significant differences were found between nurses' job performance and the unit they worked in, their satisfaction with their unit, and their position. A statistically significant, positive, and weak correlation was found between the total score of the Nurse Job Performance Scale and the total score of the Transformational Leadership Inventory (r=0.246; p<0.001). It was determined that the total score of the Transformational Leadership Inventory explained 6.14% of the variance in nurses' job performance. Conclusion: The study found that nurses perceived their job performance as high and their managers' transformational leadership behaviors at a moderate level. It was determined that transformational leadership has an impact on nurses' job performance. Accordingly, it is recommended that practices be implemented to enhance nurse managers' transformational leadership skills. Keywords: Job performance, nurse, nursing, transformational leadership