Exploring Transformational Leadership Skills Among Nurse Managers at AUBMC Using the Multifactor Leadership Questionnaire

Abstract

Objective: This performance improvement study aims at exploring transformational leadership skills among nurse managers at the American University of Beirut Medical Center (AUBMC). Through analyzing perceived leadership behaviors and identifying areas for improvement among nurse managers. A leadership development plan can be tailored to enhance the leadership skills of the nurse managers based on the study. Background: Effective leadership is pivotal in healthcare settings, with studies indicating that investing in training programs and resources for nurse managers, particularly in transformational leadership, is essential for improving their competency, job satisfaction, and organizational performance. The Clinical and Professional Development Center (CPDC) at AUBMC offers a variety of tailored continuing education and training programs for nurses, including those focused on management and leadership. It is hoped that this study would assist the nursing administration and the CPDC in planning nurse managers’ professional development to lead their units to better outcomes. Methods: This is a performance improvement project that includes a study utilizing a cross sectional survey design. The sample is a convenience one including all the nurse managers across diverse departments in the medical center. The primary assessment tool was the Multifactor Leadership Questionnaire (MLQ) 5x short which is based on the Full Range Leadership Model. This tool consists of 45 items that measure Transformational, Transactional, and passive avoidance in addition to sociodemographic questions. Previous research, such as that conducted by Carlson et al. (2021), has extensively validated the Multifactorial Leadership Questionnaire (MLQ) across various health professionals. Results: The results showed that nurse managers at AUBMC mostly exhibit transformational leadership qualities, which include focusing on motivating and inspiring their teams, promoting innovation, and supporting career growth. Nonetheless, there is potential for growth, specifically in the Idealized Behavior aspect, where leaders have the 3 opportunity to enhance their position as ethical examples. The findings also showed a reduced level of transactional leadership and limited passive avoidance behaviors. Conclusion and Implication: This study contributes to a broader understanding of transformational leadership skills among nurse managers at AUBMC, underscoring the importance of developing these abilities to foster a positive workplace environment and drive organizational success. The findings provide a foundation for targeted strategies aimed at enhancing leadership practices, with the knowledge gained helping shape specialized leadership programs designed to strengthen transformational qualities in nurse managers. Furthermore, this modest-scale investigation aligns with the CPDC's continuous efforts in leadership development, supporting a culture of excellence and growth within the healthcare setting.