الفهرس 
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Abstract
The evolution of health care services is dependent on continuing innovations. This applies to various aspects of the healthcare including new products, improved services, and innovative treatment procedures that are more effective and affordable. However, this needs adaptation and resilience from providers to accept changes. The leaders in healthcare organizations thus have a crucial role in inspiring their subordinates to accept innovations and to be innovative themselves for more organizational success (Melles et al., 2021).
Leadership is the process of influencing a group of people by a person in order to achieve a common goal. A variety of leadership behaviors inspire and motivate staff or followers which generally categorized into {transformational, transactional, and laissez-faire leadership behaviors. Innovative behavior is the research, development, and practice of new ideas based on the mutual relationship among members in a current situation through enhancing creativity using individual problem-solving skills in developing and implementing new ideas and strategies, products, and services. It is an individual’s creation of an actionable plan, at the practical level, through securing the resources to discover and apply new creative ideas to achieve organizational performance.
The present study aimed at investigating the influence of head nurses’ leadership behavior on staff nurses’ innovative behavior.
The study was conducted at Om El Masryeen general Hospital that affiliated to the Ministry of Health and Population and is located in Giza governorate. The subjects of the present study included all the nursing workforce working in the setting at the time of the study. The study sample consisted of two groups; first group namely head and second group namely staff nurses; (42 head nurses and their assistants and 126 staff nurses whom increased to 140 to compensate any dropout rate of around 10%) with only inclusion criterion of being at work with the respective staff nurses for at least six months.
Two tools used for collecting data of this study. Two different self-administered questionnaire sheets, one for the head nurses and the other for staff nurses: Self-administered questionnaire for head nurses perception of multifactor Leadership behavior that include two parts; Head nurses` personal characteristics (as Age, gender, marital status, nursing qualification and years of experience. In addition to certain job characteristics as department, work shifts, overtime, ideas and involvement in work improvement, attendance of training courses and number of courses attendance) .
Multifactor leadership behaviors tool (head nurse form) which aims to assess head nurses’ self-perception of own leadership behavior. It includes 45 items grouped in seven dimensions. Four of these dimensions are representing transformational leadership behavior (idealized influence, inspirational motivation, intellectual stimulation, and individual consideration); two dimensions represent transactional leadership (contingent reward and management-by-exception); and one last dimension for the laissez-faire leadership behavior.
Self-administered questionnaire for staff nurses perception of multifactor Leadership behavior that written in Arabic language. It included three parts: Staff nurses` personal characteristics (as Age, gender, marital status, nursing qualification, years of experience, etc. in addition to certain job characteristics as department, work shifts, overtime, etc), Multifactor leadership behaviors tool (Staff Nurses Form) which aimed to assess staff nurses’ perception of their head nurse’s leadership behavior. It included 45 items, the same as the head nurse tool except for asking about head nurse rather than self.
Modified Innovative Work Behavior Questionnaire which aimed to assess innovative work behavior among staff nurses. It consisted of 47 innovative staff nurses’ behavior categorized into 10 dimensions as following: Innovative role modeling (4 items), support for innovation (12 items), stimulating knowledge diffusion (7 items), providing vision (5 items), consulting (5 items), task assignment and delegation (3 items), organizing feedback (2 items), rewarding (3 items), providing resources (3 items), and monitoring (3 items).
The main study findings were as following:
The studied head nurses and staff nurses mean age was x- SD. (41.6±9.1 & 32.5±9.0) respectively and (85.7% & 77.9%) of them were females respectively.
Regarding marital status (85.7% & 71.4%) of the studied head nurses and staff nurses were married respectively.
As regard attended training courses, (69% & 78.6%) of head nurses and staff nurses reported attendance with (0.7±0.5 & 0.8±0.4) respectively.
Concerning innovative activities of the studied head nurse and perceived ones by staff nurses, (73.8% & 34.3%) of them reported having new ideas for improvement, (59.5% & 23.6%) reported presenting these ideas to superiors, (69% & 30%) reported discussing these ideas with peers and (59.5% & 26.4%) reported being encouraged to apply these ideas respectively.
Regarding source of information, the head nurses and staff nurses reported internet (54.8% & 51.4%), textbooks (73.8% & 42.9%), physician rounds (42.9% & 40.7%) and other sources (38.1% & 63.6%) respectively.
As regard head nurses’ leadership behavior as perceived by head and staff nurses, The head and staff nurses perceived having Transformational Inspirational Motivation and intellectual stimulation (95.2%, 100% & 78.6%, 72.1%) respectively.
Regarding relations between staff nurses’ perception of head nurses’ innovative behaviors and their reported innovative activities, there is a significant statistical association between staff nurses’ perception of head nurses’ innovative behaviors and their reported innovative activities at (p<0.05).
About relations between staff nurses’ perception of head nurses’ leadership behavior and their reported innovative behaviors, there is a significant statistical association between staff nurses’ perception of head nurses’ leadership behavior with having new ideas for improvement (p= 0.04), presenting these ideas to superiors (p= 0.001) and being encouraged to apply these ideas (p= 0.01).
There is a significant statistical association between staff nurses’ perception of head nurses’ predominant leadership behavior and their total innovative behavior (P= 0.009), consulting (P= 0.006) and providing resources (P= 0.008).
Regarding the best fitting multiple linear regression model for staff nurses’ perception of their head nurses’ leadership innovative behavior scores. It indicates that discussing new ideas with peers, being encouraged to apply these ideas and participating in hospital improvement projects are statistically significant dependent positive predictors of for staff nurses’ perception of their head nurses’ leadership innovative behavior scores.
Conclusion :
Based on the study findings it can be concluded that :
In conclusion there is a significant statistical association between head nurses leadership behavior except their active and passive Management by Exception and Laissez-Faire leadership style and staff nurses’ perception of their innovative total behaviors and their leadership outcomes .
Recommendations
In the light of the current study findings it is recommended to:
Foster and encourage innovation as a work necessity and include innovation-related training opportunities in nursing.
Respond positively to the nurses’ innovative efforts by supporting them with the time and resources to carry out.
Further studies are recommended to
study the impact of staff nurses innovative behavior on organizational productivity among staff nurses.