Structural analysis of transformational leadership relationships and organizational agility with the mediating role of job Involvement in the health system

Document Type : Original Article

Authors

1 PhD Student in Educational Management, Faculty of Literature and Humanities, University of Urmia, Urmia, Iran.

2 Assistant Professor, Department of Information Science, Faculty of Literature, University of Zabol, Zabol, Iran.

Abstract

The purpose of this study is the evaluation Effect of Transformational Leadership on Organizational Agility with mediation Job Involvement.The method of this study is correlational descriptive. The statistical population of this study was composed of all of Health and Medical Staff of the University of Medical Sciences (N=450). Through Cochran formula, 208 samples were determined and were selected via random sampling method. Gathering tool is standardized questionnaire data Transformational Leadership (Bass & Avolio, 1995), Organizational Agility (Spitzer, 2007) and Job Involvement (Schaufeli & et al, 2002). Reliability of the scales was confirmed by Cronbach’s alfa and validity of the scales was confirmed by experts. For analyzing data, Structural Equation Modeling was employed. The results revealed that the Transformational Leadership has direct effect on Organizational Agility (0/42). The Organizational Trust have a direct effect on Organizational Agility (0/39) The direct effect of the Transformational Leadership on the Job Involvement (0/87) is also positive and significant. and the indirect effect Transformational Leadership on Organizational Agility (0/34) is positive and significant with mediation Job Involvement. Finally, the whole effect of the Transformational Leadership on the Organizational Agility (0/76) was also positive and significant. Based on the results of this study, it became clear that Transformational Leadership has direct effect on Job Involvement and indirect effect on Organizational Agility, Therefore, it is recommended to use the transformational leadership features and strengthen them by managers.

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History

  • Receive Date: 08 November 2020
  • Revise Date: 21 November 2020
  • Accept Date: 24 December 2020

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