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Abstract

Background: Transformational leadership is theorized to enhance team functioning by articulating vision, fostering motivation, and supporting staff development. Empirical evidence in healthcare suggests positive links between transformational leader behaviors and team outcomes, yet context-specific data from diverse clinical settings remain limited.
Objectives: To (1) assess the level of transformational leadership practices among healthcare leaders, (2) evaluate healthcare team performance across established indicators, and (3) examine the association between transformational leadership practices and team performance.
Method: A quantitative descriptive cross-sectional study was conducted in selected hospitals. The sample comprised 240 participants (85 identified as healthcare leaders). Transformational leadership was measured with the MLQ-5X and team performance with a validated Team Performance Scale (TPS). Stratified random sampling was employed. Data were analyzed using SPSS: descriptive statistics summarized participant characteristics and scale scores; Pearson correlation tested associations between leadership dimensions and team performance; additional multivariable analyses were planned to adjust for covariates.
Results: The sample was predominantly female (57.5%) and largely mid-career (31–40 years, 42.5%); most held bachelor’s or master’s degrees. Healthcare leaders reported a high overall level of transformational leadership (M = 3.84, SD = 0.61), with inspirational motivation highest (M = 3.92). Team performance was also high overall (M = 3.79, SD = 0.60), with goal achievement scoring highest (M = 3.91). Pearson correlations indicated significant, positive associations between transformational leadership dimensions and team performance: inspirational motivation (r = .52, p < .001), individualized consideration (r = .49, p < .001), idealized influence (r = .46, p < .001), intellectual stimulation (r = .41, p < .001), and overall transformational leadership (r = .54, p < .001).
Conclusion: Transformational leadership practices are positively associated with healthcare team performance in the sampled clinical settings. Inspirational and supportive leader behaviors demonstrated the strongest relationships with team outcomes, whereas intellectual stimulation showed relatively lower—but still significant—associations, indicating an opportunity for targeted leadership development. Findings are constrained by the cross-sectional design and self-report measures; longitudinal and mixed-methods research is recommended to elucidate causal pathways and incorporate objective performance indicators