Perceived Transformational Leadership and Work Engagement of Nurses in a Tertiary Hospital in Saudi Arabia

Introduction: This paper describes the nurses' perception of their leader's transformational leadership and how it reflects on their work engagement, and whether this prevents nurses' workforce depreciation for a foreseeable time. 
Methods: The study uses a descriptive correlational quantitative research design. Respondents are staff nurses (N=134) selected using probability stratified random sampling—use of adopted survey questionnaire, Multifactorial Leadership questionnaire rater form, and Work and well-being survey form. Statistical analyses were mean, percentage, standard deviation, t-test, Pearson correlation, Chi-square test, Kendal tau, and Spearman’s rho. 
Results: The study revealed that there is a positive relationship between the perceived three transformational leadership dimensions with nurses' work engagement, in contrast, intellectual stimulation has no significant relationship with work engagement. The demographic profile of nurses in terms of educational attainment and years of service has no significant relationship with the level of their work engagement in contrary to nurses’ age and gender characteristics. 
Discussion: Although the respondents perceived their leaders sometimes use the transformational leadership style and experienced physical and mental health challenges, nurses-maintained resilience to establish work engagement. The study recommends maintaining and practicing more transformational leadership training, such as shared governance activities and a reward system that boosts employee morale and engagement. A positive manager-employee relationship will help create a safe, healthy, and supportive work climate that leads to patient safety and care services satisfaction.