ArticleBMC nursing2025
The relationship between transformational leadership, work motivation, and engagement among nurses in Jordanian governmental hospitals.
Article in BMC nursing, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 4 papers.
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Who cites it
4 citing papers in PubMed.
- Building on Self-Determination Theory to Unravel the Motivational Drivers of Nurses and Rehabilitation Therapists in a Moroccan University Hospital: A Qualitative Study.Nursing reports (Pavia, Italy) · 2026Article
- The Role of Transformational Leadership in Improving Nurse Retention and Well-Being in Non-Western Countries: A Systematic Review.Journal of healthcare leadership · 2026Review
- Influence of Transformational Leadership Competence on Nurses' Intent to Stay: Cross-Sectional Study.Nursing reports (Pavia, Italy) · 2025Article
- Nurses' Perception of the Effect of Motivation, Psycho-Social Safety Climate, and Work Engagement: A Mediation Analysis.Nursing reports (Pavia, Italy) · 2025Article
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Authors and funding
5 authors.
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Abstract
introductionThe healthcare sector faces persistent challenges related to workforce management, including maintaining high levels of motivation and engagement among nurses. Transformational leadership is one of the primary leadership styles that has emerged as a key factor affecting nurses' motivation and work engagement. However, there is a lack of evidence on the relationship between these variables, particularly in Jordan.
aimThe current study examines the relationship between transformational leadership, work motivation, and work engagement among nurses working in governmental hospitals in Jordan.
methodTo answer the research questions, a descriptive, cross-sectional, correlational design was used. A convenience sampling technique was used to recruit nurses from three governmental hospitals. The Transformational Leadership scale, the motivation at work scale, and the work engagement scale were used to measure the study's main variables.
resultA total of 125 nurses participated in the study. The study results showed that nurses exhibit moderate transformational leadership levels 36.80 ± 15.84, moderate motivation levels 51.57 ± 16.75, and moderate to high engagement levels 80 ± 22.65. The results also showed that there was a significant positive correlation between transformational leadership and work motivation (r = .49, p < .001) and between transformational leadership and work engagement (r = .41, p < .001). The study's findings also indicated that a transformational leadership style, years of experience, and working hours per week significantly predicted nurses' work motivation and engagement. Transformational leadership was positively associated, while years of experience and working hours were negatively associated with both outcomes. The models explained 31.1% of the variance in motivation and 34.2% of the variance in engagement (p < .001). CONCLUSION AND IMPLICATIONS: Transformational leaders foster a supportive and inspiring work environment that can significantly boost nurse motivation and engagement. This can improve healthcare quality and address nursing workforce challenges such as high turnover and staff shortages. The results suggest that healthcare administrators and policymakers should prioritize developing and implementing transformational leadership training programs for all nurse leaders as a strategic approach to enhance nurses' motivation and engagement. CLINICAL TRIAL NUMBER: Not applicable.
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