Perceptions on the motivational practices of transformational leaders in implementing a cervical programme in primary health care clinics
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Transformational leadership involves the creation of motivational practices that encourage behaviour based on a set of shared values. These practices enhance growth, development, commitment, goal achievement, and enjoyment. During support visits in the Ekurhuleni Health District, a lack of motivation was observed in transformational leadership among facility managers at Primary Health Care (PHC) Clinics to adapt the Cervical Cancer Screening Programme in accordance with relevant health care legislation. A comparative study design was followed in order to explore and describe the perceptions of professional nurses and facility managers on motivational practices in transformational leadership exercised by the facility managers while implementing the programme at PHC Clinics. Total sampling included facility managers (n = 34) while simple random sampling for professional nurses (n = 62) was followed. The method of data collection was a survey using a similar, self-administered, structured questionnaire. Descriptive and inferential statistics were employed. Validity and reliability were ensured and ethical considerations taken into account during the research process. The Cronbach’s alpha test was applied to the full sample to test the reliability of the instrument (> 0.70). Facility managers had the highest mean scores and significant differences between the two groups indicated moderate to large effect sizes. Motivational aspects under scrutiny related to encouragement, provision of information, coaching and staff development, job creativity and allocation, quality improvement, performance appraisal, and adequate supplies of resources.