With the endemic health care professional shortage seen both in the United States as well as\nglobally, retaining staff is a high priority. Much like other organizations who rely on human\ncapital, health care professionals are the most important resource for improving patient\noutcomes, and for achieving organizational performance. Leaders must effectively manage\ntheir employees in order to retain top talent and meet organizational goals. One reason for\nhigh turnover rates among healthcare professionals is the lack of recognition they are given\nby their leaders. With this in mind, the purpose of this study was to examine the relationship\nbetween transformational leadership components and turnover intentions of health care\nprofessionals. One hundred and twenty-seven healthcare professionals from the United States\nparticipated in the survey. Participants were recruited through a LinkedIn group of healthcare\nprofessionals. More than 100 healthcare professionals from the United States responded to an\nonline survey that contained the Global Transformational Leadership Scale, The Turnover\nIntention Scale, and demographic questions to describe the sample. A correlational analysis was conducted to determine the type of relationship between the health care professional�s\nperceptions of their supervisors� transformational leadership and their intent to turnover.\nThe results of this study support the theory of transformational leadership. The health care\nprofessionals� turnover intentions were negatively correlated with the transformational\nleadership components, which indicate that as their turnover intentions increased their\npositive rating of their supervisors� transformational leadership behaviors decreased.
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