Abstract
Previous research has indicated the influence direct supervisors have on employees’ sense of engagement. To meet the quadruple aim of improving health care, a better understanding of employees’ experience was needed. The main purpose of this nonexperimental, quantitative study was to determine how point of care employees in health care self-reported leadership behaviors influence their sense of engagement and innovative work behavior. Data were gathered via an online survey combined of the Multifactor Leadership Questionnaire (MLQ), the Utrecht Work Engagement Scale (UWES), and the Innovative Work Behavior questionnaire. It was found that engagement significantly predicted innovation. Transformational leadership behaviors significantly predicted the three components of engagement; vigor, dedication, and absorption. Two of the five transformational leadership behaviors significantly predicted innovation. Results from this study hope to better inform leadership development programs within health care.|Keywords: transformational, leader, leadership, development, engagement, vigor, dedication, absorption, innovation, health care, Canada