Please use this identifier to cite or link to this item: https://www.um.edu.mt/library/oar/handle/123456789/40648
Title: Employee engagement and adaptive performance achieved by agile transformational leaders in a changing healthcare system
Authors: Vella Cassia, Maxine Jo
Keywords: Transformational leadership -- Malta
Leadership -- Malta
Medical personnel -- Malta
Employee motivation -- Malta
Adjustment (Psychology) -- Malta
Issue Date: 2018
Citation: Vella Cassia, M.J. (2018). Employee engagement and adaptive performance achieved by agile transformational leaders in a changing healthcare system (Master's dissertation).
Abstract: While transformational leadership has been a well-known concept, excelling as a leadership model, as work environments continue encountering continuous change, leadership agility is steadily gaining momentum. Today’s leaders must be able to equip their staff with skills and practices, enabling them to engage and adapt their performance to change. The study aims to examine the hypothesized relationships between transformational leadership and leadership agility, and how their interaction impacts adaptive performance. Furthermore, the study seeks to look into work engagement as a mediator to the described relationship. A cross sectional study, repeated at two time points, was deemed the most appropriate method for this study. Quantitative data were collected by means of a psychometrically validated questionnaire. The sample consisted of 881 professionals working within the sampled units within Mater Dei Hospital, Rehabilitation Hospital Karin Grech, and Gozo General Hospital. A response rate of 49% in data collection one, and 45% in data collection two, was acquired. The findings show that the interaction of transformational leadership with leadership agility, heightens their effect on adaptive performance. Furthermore, the absence of leadership agility in the relationship resulted in a negative impact of transformational leadership on adaptive performance in the second data collection. Conflicting results emerged with work engagement as a mediator to the relationship. While a statistically significant result emerged in the first data collection, establishing work engagement as a mediator, this was not reciprocated in the second data collection. The study supported the notion that the interaction of transformational leadership and leadership agility, enhances their effect on adaptive performance. Since this concept was not looked into before, it adds on to existing literature. However, the conflicting results of work engagement as a mediator pushes forward the need for further research on the topic.
Description: M.SC.HEALTH SERVICES MANGT.
URI: https://www.um.edu.mt/library/oar//handle/123456789/40648
Appears in Collections:Dissertations - FacHSc - 2018
Dissertations - FacHScHSM - 2018

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