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http://hdl.handle.net/2445/103542
Title: | Self-perception of leadership styles and behaviour in primary health care |
Author: | Jodar i Solà, Glòria Gené Badia, Joan Delgado-Hito, Pilar Campo Osaba, M. Antònia Val García, Jose Luís del |
Keywords: | Atenció primària Lideratge Comportament col·lectiu Psicologia del treball Satisfacció en el treball Autoconcepte Qüestionaris Primary health care Leadership Collective behavior Industrial psychology Job satisfaction Self-perception Questionnaires |
Issue Date: | 12-Oct-2016 |
Publisher: | BioMed Central |
Abstract: | Background: The concept of leadership has been studied in various disciplines and from different theoretical approaches. It is a dynamic concept that evolves over time. There are few studies in our field on managers' self-perception of their leadership style. There are no pure styles, but one or another style is generally favoured to a greater or lesser degree. In the primary health care (PHC) setting, managers' leadership style is defined as a set of attitudes, behaviours, beliefs and values. The objectives of this study were to describe and learn about the self-perception of behaviours and leadership styles among PHC managers; to determine the influence of the leadership style on job satisfaction, efficiency, and willingness to work in a team; and to determine the relationship between transformational and transactional styles according age, gender, profession, type of manager years of management experience, and the type of organization. Methods: To describe leadership styles as perceived by PHC managers, a cross sectional study was performed using an 82 items-self-administered Multifactor Leadership Questionnaire (MLQ). This questionnaire measures leadership styles, attitudes and behaviour of managers. The items are grouped into three first order variables (transformational, transactional and laissez-faire) and ten second order variables (which discriminate leader behaviours). Additionally, the questionnaire evaluates organizational consequences such as extra-effort, efficiency and satisfaction. Results: One hundred forty responses from 258 managers of 133 PHC teams in the Barcelona Health Area (response rate: 54.26%). Most participants were nurses (61.4%), average age was 49 years and the gender predominantly female (75%). Globally, managers assessed themselves as equally transactional and transformational leaders (average: 3.30 points). Grouped by profession, nurses (28.57% of participants) showed a higher transactional leadership style, over transformational leadership style, compared to physicians (3.38 points, p < 0.003). Considering gender, men obtained the lowest results in transactional style (p < 0.015). Both transactional and transformational styles correlate with efficiency and job satisfaction (r = 0.724 and r = 0.710, respectively). Conclusions: PHC managers' self-perception of their leadership style was transactional, focused on the maintenance of the status quo, although there was a trend in some scores towards the transformational style, mainly among nurse managers. Both styles correlate with satisfaction and willingness to strive to work better. Keywords: Leadership, Primary health care, Self-concept, Job satisfaction, MLQ, Managers |
Note: | Reproducció del document publicat a: http://dx.doi.org/10.1186/s12913-016-1819-2 |
It is part of: | BMC Health Services Research, 2016, vol. 16, p. 1-9 |
URI: | http://hdl.handle.net/2445/103542 |
Related resource: | http://dx.doi.org/10.1186/s12913-016-1819-2 |
ISSN: | 1472-6963 |
Appears in Collections: | Articles publicats en revistes (Infermeria Fonamental i Clínica) Articles publicats en revistes (Institut d'lnvestigació Biomèdica de Bellvitge (IDIBELL)) |
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