Background and objective: Heads of academic departments are the first line leaders who directly influence the quality of their departments, transformational leadership has been demonstrated as an effective leadership style in leading organizations and motivating the subordinates to do more than what is being expected. This study aimed to assess the perception of assistant teaching staff of their leaders’ transformational leadership behaviors and its relation to their organizational citizenship behaviors (OCBs) in Suez Canal University.Methods: The studied sample was 456 of assistant teaching staff working at 13 faculties in Suez Canal University. Data collected using self-administrated questionnaire consists of two tools: transformational leadership scale, and organizational citizenship behaviors (OCBs) scale, both likert types rating scale.Results: More than two thirds (65.2%) of the participated assistant teaching staff perceived their leaders as having unsatisfactory transformational leadership behaviors, two thirds (66.4%) of them were satisfied with their organizational citizenship behaviors, and there was significant positive correlation between transformational leadership behaviors and OCBs.Conclusions: There was significant positive correlation between transformational leadership behaviors and OCBs.

Background: Many organizations especially health care depend on human resource management (HRM) practices to support an ongoing organizational change and affect employee attitudes towards change, as well as support positive employee behavior. Aim of the Study: The aim is to assess the effect of human resources management training program for nurse managers on staff nurses' attitudes toward organizational change at Suez Canal University hospitals. Design: A quasi-experimental design was used to conduct the present study. Setting: This study was conducted at Suez Canal University hospitals. Sample: Randomly divided into two groups: in study group, 32 nurse managers and 70 staff nurses worked in the same units of head nurses from study group. In control group, 32 nurse managers and 70 staff nurses worked in the same units of head nurses from control group. Tools of Data Collection: Data was collected using two tools through study phases. Tool I: Human resources management practices and Tool II: staff nurses' attitudes towards organizational change Results: There was statistically significant improvement regarding all human resources management practices post and follow-up program for study group of nurse managers. Also, there were statistically significant differences regarding the cynicism, fear and acceptance attitudes toward organizational change post and follow-up program for staff nurses affiliated to study group. There was statistically significant positive relationship between nurse managers' human resources management practices and acceptance attitude toward organizational change for staff nurses affiliated with to study group post-program. Conclusion: The human resource management practices had a positive effect on the staff nurses' attitudes toward organizational change.