Head Nurses’ Resonant Leadership Practices and its effect on Nurses’ Interprofessional Collaborative Skills at Minia University Hospitals

Background: Effective leadership as resonant leadership in healthcare settings is crucial for fostering a collaborative and high-performing workforce. The study aimed to assess the head nurses’ resonant leadership practices and its effect on nurses’ interprofessional collaborative skills at Minia University Hospitals. Research design: Cross-sectional research design. Setting: The study was performed at Minia University Hospitals. Sample: The study subjects consisted of all head nurses (n= 124) and 30% of staff nurses (n-355) with total 379 nurse. Tools of data collection: Three tools were utilized, tool one: head nurses' knowledge about resonant leadership, tool (II): head nurses' practice about resonant leadership, tool (III): nurses interprofessional collaborative skills. Results: displays that, about two thirds percent of head nurses have adequate level of total knowledge of resonant leadership, about three quarters percent of head nurses have good total practices of resonant leadership compare with above one quarter percent of head nurses have good practice of resonant leadership from nurses’ perceptions, and there are above fifty percent of nurses have good level of total interprofessional collaborative. Conclusion: there was a fair positive significant correlations between head nurses’ knowledge and their practices about resonant leadership; a fair positive significant correlations between head nurses’ knowledge about resonant leadership and nurses’ interprofessional collaborative; and there was strongly positive significant correlations between head nurses’ practices about resonant leadership and nurses interprofessional collaborative. Recommendations: Recognize and reward resonant leadership practices and effective interprofessional collaboration through hospital administrations as essential components of quality care.