The moderating effect of innovation capability on the relationship between transformational leadership and nurses' performance

This study addresses the issue of inconsistent nurse performance in Qatar’s public healthcare sector, which is often associated with ineffective leadership practices and the underutilization of innovation capacity. Although transformational leadership has demonstrated effectiveness in profit-driven organizations, its empirical application in government healthcare contexts remains limited. The study evaluates the influence of five dimensions of transformational leadership, namely idealized attributes, inspirational motivation, idealized behavior, intellectual stimulation, and individualized consideration, on nurse performance and examines the moderating role of innovation capability in these relationships. A quantitative, cross-sectional research design was employed, and a stratified random sampling method was used. Questionnaires were distributed across 13 hospitals using SurveyMonkey forms, and a total of 420 responses were received. After data screening, 403 valid responses were retained for analysis, meeting the recommended sample size based on Krejcie and Morgan’s calculations. This represents a response rate of 85.6%. Data were analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS software. The findings indicated that idealized attributes, inspirational motivation, idealized behavior, and individualized consideration had significant positive effects on nurses’ performance, whereas intellectual stimulation did not demonstrate a significant impact. In addition, innovation capability significantly moderated the relationships between idealized attributes and individualized consideration with nurses’ performance. This research advances transformational leadership theory within the transformational–transactional leadership framework by introducing innovation capability as a strategic catalyst that enhances the effectiveness of specific leadership dimensions. The findings contribute both theoretically and practically by providing evidence-based insights for healthcare administrators to design responsive and innovative leadership strategies that foster high-performing nursing teams. In conclusion, leadership approaches that integrate innovation can significantly improve quality of care, staff engagement, and organizational resilience in public health systems