背景
護理人員的工作投入在醫院中扮演著重要的角色。然而不同的護理長領導型態未盡相同，其對護理人員之工作投入可能會產生不同的影響。在台灣目前只有一篇研究探討護理領導型態和工作投入之相關，其僅在研討會發表且年代久遠。
目的
本研究目的在探討台灣醫院護理人員感知的護理長領導型態及護理人員工作投入之現況，並分析不同的領導型態與護理人員工作投入之相關。
方法
本研究採橫斷式調查研究方法（cross-sectional survey），以衛生福利部所屬18家綜合醫院為研究單位，採分層隨機抽樣，總收案995名護理人員。採結構式問卷調查法收集資料，以「多元因素領導力問卷」 （multifactor leadership questionnaire，MLQ）調查醫院護理人員感知的護理長領導型態。MLQ（Rater Form）翻譯成中文版後，進行驗證性因素分析，執行Bollen-Stine bootstrap分析出卡方值為53.840，並以此進行模型配適度指標分析出χ2/DF=1.122、GFI=0.995 、AGFI=0.992、RMSEA=0.011、RMR=0.012、SRMR=0.027、CFI=0.999，顯示整體配適度指標均達標。工作投入量表採用修改自Kanungo之簡約版量表。資料分析以SPSS 18.0進行描述性統計及推論性統計分析，包括分析獨立樣本t檢定、單因子變異數分析（One-Way ANOVA）、多元迴歸分析（Multiple Regression Analysis）、Pearson相關分析及AMOS 22.0進行驗證性因素分析。

結果
轉換型領導（r = .24, p < .001）及交易型領導（r = .24, p < .001）與工作投入呈顯著正相關；被動迴避型領導（r = -.03, p > .05）與工作投入則不顯著。透過多元迴歸分析，護理人員感知的轉換型領導對工作投入之預測力為11%；交易型領導型態對工作投入之預測力為12%，且高於轉換型領導；被動迴避型領導對工作投入之預測力為5%。
結論
護理人員感知護理長的轉換型領導與交易型領導型態越高，其工作投入就會越高。轉換型領導、交易型領導及被動迴避型領導對工作投入的解釋力較小，表示工作投入除了三種領導型態外，應仍可找到其它適當的解釋變數。本研究結果可做為護理領導的實務訓練基礎及人力資源管理的參考。此外，本研究驗證之中文版MLQ (Rater Form)量表，可作為調查臺灣地區護理領導型態之合適的測量工具。

Background
The job involvement of nursing staff plays an important role in the quality of hospital services. However, different leadership styles of different head nurses may have different effects on the job involvement of nursing staff. So far, there has been only one seminar paper published long ago in Taiwan exploring the relationship between nursing leadership styles and job involvement.
Aim
The purpose of this research was to explore the current status of perceived leadership styles and the job involvement among hospital nursing staff in Taiwan.
Methods
This study adopted a cross-sectional survey method with 18 general hospitals of the Ministry of Health and Welfare as the research units. With stratified random sampling, a total of 995 nursing staff of these hospitals were recruited as the research subjects. The structured questionnaire survey method was utilized to collect data. The “multifactor leadership questionnaire” (MLQ, Rater Form) was used to investigate the leadership styles of the head nurses in these hospitals. After MLQ (Rater Form) was translated into the Chinese version, a confirmatory factor analysis was performed. The Bollen-Stine bootstrap was executed for analysis, and the chi-square value obtained was 53.840. The fitting index analysis of the model was performed based on χ2/DF= 1.122, GFI= 0.995, AGFI= 0.992, RMSEA= 0.011, RMR= 0.012, SRMR= 0.027, and CFI= 0.999. The Chinese version of the MLQ (Rater Form) conformed to all aspects of the original questionnaire. The study adopted a simplified version of job involvement scale modified from Kanungo’s. SPSS 18.0 was used for analysis of descriptive and inferential statistics, including analysis of independent sample t-tests, One-Way ANOVA, Multiple Regression Analysis, Pearson correlation analysis and AMOS 22.0 for confirmatory factor analysis.
Results
Transformational leadership (r = .24, p < .001) and transactional leadership (r = .24, p < .001) were significantly positively correlated with job involvement; passive avoidant leadership (r = -.03, p > .05) was not significantly correlated with job involvement. Through multiple regression analysis, the predictive power of transformational leadership for job involvement was 11%; the predictive power of transactional leadership for job involvement was 12%, higher than that of transformational leadership; the predictive power of passive avoidant leadership for job involvement was 5%.
Conclusion
The higher the transformational leadership and transactional leadership of the head nurse perceived by the nursing staff, the higher their job involvement. Transformational leadership, transactional leadership, and passive avoidant leadership have a small explanatory power for job involvement, which means that in addition to the three leadership types, other appropriate explanatory variables should still be found. The research results can be used as the basis of practical training for nursing leaders and reference for human resource management. In addition, the Chinese version of the MLQ (Rater Form) verified by this study can be used as a suitable instrument for investigating nursing leadership styles in Taiwan.

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