الفهرس 
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Abstract
The potential growth of organizations worldwide depends on the ability oforganizations to ensure that the right people with the right skills are in the right place at the right time and focused on the right activities. For these reasons, Transformational leadership is an important factor that influences nurses‟ attitudes and behaviors toward the organizational goals. It always articulates future visions, supports to build up one-to-one relationships and raise the interest of them. Additionally, this leadership style inspire nurses to a high level of commitment, guide and transform an organization towards achieving their main aims and objectives. This study aims to investigate the relationship among transformational leadership, organizational culture and creativity through answering the following questions; Is there atransformational leadership style among nurse managers at the study setting? Is there arelationship between transformational leadership and organizational culture among nurse managers at the study settings? Is there arelationship between transformational leadership and creativity among nurse managers at the study settings? The study was conducted at Menoufia University Hospital and Shebin-ELkom Teaching Hospital. A descriptive correlational research design was used to conduct this study. A convenience sample consisted of 134 male and female nurses who included in the study and had above 11 years’ experience. Three instruments were used to collect the data of this study; the first instrument was Multifactor leadership questionnaire that consists of two parts: Part one: The personal characteristic of the study participants. Part two: consists of 20 items in five aspects: A. The first subpart is about idealized influence attributes. It is composed of 4 items. B. The second subpart is about idealized influence behavior. It is composed of 4 items. C. The third subpart is about inspirational motivation. It is composed of 4 items. D. The fourth subpart is about intellectual stimulation. It is composed of 4 items. E. The fifth subpart is about Individual consideration. It is consisted of 4 items. The Second instrument was organizational culture assessment questionnaire. It includes 41 items divided into seven dimensions; Dominant characteristic (8 items), Organizational leadership (6 items), Managementof mployee (5 items), Organizational glue (5 items), Strategic emphasis (6 items), Criteria of success (7 items), and Relationship of patient to organization (4 items). The third instrument was Creativity Questionnaire Sheet. It consists of 58 items divided into five dimensions: General features that characterize personality (19 items), Degree of flexibility in the work (8 items), Sensitivity to solve problems (14 items), Keep the direction or goal (11 items), and Accept the risk at work (6 items). Validity of study instruments: It was used previously and tested for validity and no modification was needed. Reliability of the instruments: Reliability of the three instruments tested by Cronbach’s Alph test, reliability of Multifactor leadership questionnaire: it was estimated as (r = 0.89). While the reliability of organizational culture assessment questionnaire: it was estimated as (r = 0.95). Finally, the reliability of Creativity Questionnaire Sheet: it was estimated as (r =0.842). Results of the current study could be summarized as follow: Nearly two third of studied nurse managers worked at University hospital (62.7%). Most of nurse managers (94%) age from (30- 39) years old, the majority of them were female and married (98.5%). Most nurse managers (94.8%) had bachelor degree. The majority of them (62.7%) had years of experience from eleven to twenty years. The total mean score of transformational leadership style was (49.5829.53) with mean percentage of (61.98%), the first ranking with the highest mean score of transformational leadership was related to Idealized influence behavior dimension (10.493.23) with mean percentage of (65.56 %), while the last ranking with the lowest mean score was related to Idealized influence attributes (9.14184.03) with mean percentage of (57.12%). Also, the majority of studied nurse managers had moderate transformational leadership style (79.9%), (11.9%) of studied nurse managers had low level, while only (8.2%) of studied nurse managers had high level towards this style. The total mean score of nurse manager’ perception toward organizational culture was (51.2920.40) with mean percentage of (61.06%). The first ranking with the highest mean score was related to dominant characteristics dimension (11.233.96) with mean percentage of (70.19%), while the last ranking with the lowest mean score was related to Relationship of the patients to organization dimension (4.802.57) with mean percentage of (48.0%). Additionally, nearly half of studied nurse managers (48.5%) had a low level of organizational culture, nearly one-third of studied nurse managers (29.1%) had high level, while nearly one quarter of them (22.4%) had moderate level of organizational culture. The total mean score of nurse managers’ creativity was (68.3612.63) with mean percentage of (64.5%). The first ranking with the highest mean score was related to General features that characterize personality dimension (23.9036.68) with mean percentage of (61.29%). while the last ranking with
the lowest mean score was related to Accept the risk at work dimension (6.1792.07) with mean percentage of (51.5 %). Additionally, the majority of studied nurse managers had moderate level of creativity with (73.9%), (17.9%) of them had low level, while only (8.2%) of studied nurse managers had a high level of creativity. Finally, there was a highly positive statistically significant correlation between transformational leadership style and creativity of nurse managers, positive correlation between organizational culture and creativity. Aditionally, there was no correlation between transformational leadership style and organizational culture so there was no statistical significance difference. According to the study findings, it’s recommended through three levels: I- At organizational level: 1- Hospital administrators should set plans to enhance nurse managers‟ participation in decision making, encourage them to share their aims, targets, visions and goals, unite them with management and stimulate team spirit. 2- This administration should take their nurse managers opinions in consideration, attend to their needs and listen to their concerns, treat each one as an individual with unique needs and consider individual differences. 3- Provide regular training and workshops for nurse managers to improve their knowledge, awareness, and skill about transformational leadership behaviors. 4- Both hospital directors and nurse managers should create a collaborative and constructive culture within healthcare members through increased self- expression and cooperation. 5- Strengthening open communication by conducting schedules for nurses meeting with their managers to reach a high level of work engagement. II-At nurse manager level: 1- Nurse managers have to work on being transformed, be a role model and be the center of attention to all around her. 2- Reliance on transformational leadership style in the organization should be promoted to increase the effectiveness of administrative creativity. 3- They should re-examine their strategies to emphasize the organizational culture via various means including lectures. 4- Be open to suggestions of nurses, give nurses the responsibility to solve problems by themselves, and improve the relationship between the nurses and their supervisors. III-At research level: Further researches are required to: 1- Replicate this study at different hospitals and settings with different sample size through which results can be generalized. 2- Study strategies and factors that promote teamwork and participation that support the team culture about the organization. 3- Further researches are needed in areas of nurse manager’ transformational leadership and its effect on organizational culture. 4- Conduct studies to assess factors that enhance organizational culture and creativity among nurse managers.