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Peršolja M, Žvanut B, Rot Š, Markič M. Assessment of management styles among top nursing leaders in Slovenian primary health centers: a cross-sectional analysis. Leadersh Health Serv (Bradf Engl) 2024; ahead-of-print. [PMID: 38390728 DOI: 10.1108/lhs-10-2023-0083] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/24/2024]
Abstract
PURPOSE This study aims to endeavor to discern the predominant leadership styles used by nursing managers within the framework of Slovenian primary health centers. Using a quantitative research approach, the study was conducted through the administration of a structured questionnaire. DESIGN/METHODOLOGY/APPROACH The investigation encompassed 67 nursing managers, representing the entire spectrum of primary health centers in Slovenia. A stratified representative subset comprising 53 top nursing managers actively participated in this study. FINDINGS The prevailing leadership style among nursing managers predominantly manifests as the "integrated" style, characterized by a balanced emphasis on both interpersonal relationships and task-oriented elements. These nursing leaders exhibited a proclivity for fostering collaborative teamwork, with their leadership approach notably shaped by traits such as positive thinking, self-assuredness, comprehensive leadership knowledge and an intrinsic motivation to guide and inspire individuals. Notably, leadership knowledge emerged as the most influential factor in determining the selected leadership style. The study's findings recognize specific areas in which leadership competencies among nurse managers may require further enhancement and development. ORIGINALITY/VALUE The study's findings are based on a specific subset of nursing leaders in a particular region, which can add to the originality, especially as there is limited prior research in this specific context. The study's exploration of leadership styles is original in the sense that it provides insights into the leadership behaviors and traits of nursing managers in the given context. The emphasis on factors such as positive thinking and leadership knowledge as influential elements adds originality to the study.
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Affiliation(s)
- Melita Peršolja
- Faculty of Health Sciences, University of Primorska, Izola, Slovenia
| | - Boštjan Žvanut
- Faculty of Health Sciences, University of Primorska, Izola, Slovenia
| | - Špela Rot
- Primary Health Center Logatec, Logatec, Slovenia
| | - Mirko Markič
- Faculty of Management, University of Primorska, Koper, Slovenia
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Valaine L, Grēve M, Zolovs M, Ancāne G, Utināns A, Briģis Ģ. Self-Esteem and Occupational Factors as Predictors of the Incidence of Anxiety and Depression among Healthcare Workers during the COVID-19 Pandemic in Latvia. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2024; 21:65. [PMID: 38248530 PMCID: PMC10815765 DOI: 10.3390/ijerph21010065] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Received: 11/21/2023] [Revised: 12/28/2023] [Accepted: 01/05/2024] [Indexed: 01/23/2024]
Abstract
The prevalence of depression and anxiety among healthcare workers (HCWs) during the COVID-19 pandemic is high. The aim of the study is to identify the importance of self-esteem and occupational factors in association with the incidence of depression and anxiety among HCWs through a longitudinal cohort study during the COVID-19 pandemic in Latvia. Participants received seven questionnaires during the COVID-19 pandemic on demographic parameters, work-related information, and contact with COVID-19 patients, and three standardized questionnaires that evaluated symptoms of anxiety (GAD-7), depression (PHQ-9), and self-esteem (Rosenberg's self-esteem scale). The Generalized Linear Mixed Model (GLMM) was used to identify factors associated with the incidence of depression and anxiety among HCWs. A total of 322 participants were included in the data analysis for depression and 352 for anxiety. HCWs with low self-esteem were 83% more likely to experience depression and 76% more likely to experience anxiety. Working at a general practitioner practice is associated with twice the risk of developing depression and anxiety. A 31% increase in the odds of depression is observed among HCWs with direct contact with COVID-19 patients. The organizational and government levels must look for opportunities to facilitate the mental health of HCWs to ensure better-quality healthcare.
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Affiliation(s)
- Laura Valaine
- Department of Psychosomatic Medicine and Psychotherapy, Riga Stradiņš University, LV-1046 Riga, Latvia; (G.A.); (A.U.)
| | - Māra Grēve
- Statistics Unit, Riga Stradiņš University, LV-1048 Riga, Latvia; (M.G.); (M.Z.)
| | - Maksims Zolovs
- Statistics Unit, Riga Stradiņš University, LV-1048 Riga, Latvia; (M.G.); (M.Z.)
- Institute of Life Sciences and Technology, Daugavpils University, LV-5401 Daugavpils, Latvia
| | - Gunta Ancāne
- Department of Psychosomatic Medicine and Psychotherapy, Riga Stradiņš University, LV-1046 Riga, Latvia; (G.A.); (A.U.)
| | - Artūrs Utināns
- Department of Psychosomatic Medicine and Psychotherapy, Riga Stradiņš University, LV-1046 Riga, Latvia; (G.A.); (A.U.)
| | - Ģirts Briģis
- Department of Public Health and Epidemiology, Riga Stradiņš University, LV-1010 Riga, Latvia;
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Schmidt M, Seifried-Dübon T, Göbel J, Degen L, Werners B, Grot M, Rind E, Pieper C, Jöckel KH, Minder K, Rieger MA, Weltermann B. 180° view on general practitioners' leadership skills: practice-level comparisons of leader and staff assessments using data from the cluster-randomised controlled IMPROVE job study. BMJ Open 2023; 13:e066298. [PMID: 37500272 PMCID: PMC10387622 DOI: 10.1136/bmjopen-2022-066298] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 07/29/2023] Open
Abstract
OBJECTIVES Strong primary care leaders are needed to assure high quality services for patient populations. This study analysed general practitioners' (GP) leadership skills comparing practice-level self and staff assessments based on the full range of leadership model and the leader-member exchange (LMX). SETTING The questionnaire survey was conducted among German general practice leaders and their staff participating in the IMPROVEjob trial. PARTICIPANTS The study population comprised 60 German general practices with 366 participants: 84 GP practice leaders and 282 employees (28 physicians and 254 practice assistants). PRIMARY AND SECONDARY OUTCOME MEASURES Leadership skills of the practice leaders were measured using the Integrative Leadership Questionnaire (German Fragebogen für integrative Führung) and the LMX-7 questionnaire. Leaders rated themselves and practice staff rated their leaders. The data was analysed by paired mean comparisons on the practice level. RESULTS For most leadership dimensions, practice leaders rated themselves higher than their employees rated them. Differences were found for transformational leadership (p<0.001, d=0.41), especially for the dimensions 'innovation' (p<0.001, d=0.69) and 'individuality focus' (p<0.001, d=0.50). For transactional leadership, the dimension 'goal setting' differed significantly (p<0.01, d=0.30) but not the other dimensions. Scores for negative leadership were low and showed no differences between leaders and employees. Interestingly, employed physicians' rated their practice leaders higher on the two transformational ('performance development', 'providing a vision') and all transactional dimensions. The LMX-7 scale showed high quality relationships between leaders and employees. CONCLUSIONS This 180° analysis of GPs' leadership skills with self and employee ratings indicated good relationships. There is a potential to improve leadership regarding goal-setting, innovation and focusing on individual team members. These results allow for the development of targeted interventions. TRIAL REGISTRATION NUMBER German Clinical Trials Register, DRKS00012677. Registered 16 October 2019.
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Affiliation(s)
- Manuela Schmidt
- Institute of General Practice and Family Medicine, University Hospital Bonn, University of Bonn, Bonn, Germany
| | - Tanja Seifried-Dübon
- Department of Psychosomatic Medicine and Psychotherapy, University Hospital Tuebingen, Tuebingen, Germany
| | - Julian Göbel
- Institute of General Practice and Family Medicine, University Hospital Bonn, University of Bonn, Bonn, Germany
| | - Lukas Degen
- Institute of General Practice and Family Medicine, University Hospital Bonn, University of Bonn, Bonn, Germany
| | - Brigitte Werners
- Institute of Management, Operations Research, Ruhr University Bochum, Bochum, Germany
| | - Matthias Grot
- Institute of Management, Operations Research, Ruhr University Bochum, Bochum, Germany
| | - Esther Rind
- Institute of Occupational and Social Medicine and Health Services Research, University Hospital Tuebingen, Tuebingen, Germany
| | - Claudia Pieper
- Institute for Medical Informatics, Biometry and Epidemiology, University Hospital Essen, University of Duisburg-Essen, Duisburg, Germany
| | - Karl-Heinz Jöckel
- Center for Clinical Trials, University Hospital Essen, University Duisburg-Essen, Essen, Germany
| | - Karen Minder
- Institute of General Practice and Family Medicine, University Hospital Bonn, University of Bonn, Bonn, Germany
| | - Monika A Rieger
- Institute of Occupational and Social Medicine and Health Services Research, University Hospital Tuebingen, Tuebingen, Germany
| | - Birgitta Weltermann
- Institute of General Practice and Family Medicine, University Hospital Bonn, University of Bonn, Bonn, Germany
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Gashaye M, Tilahun D, Belay A, Bereka B. Perceived Utilization of Leadership Styles Among Nurses. Risk Manag Healthc Policy 2023; 16:215-224. [PMID: 36819844 PMCID: PMC9930582 DOI: 10.2147/rmhp.s388966] [Citation(s) in RCA: 2] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/06/2022] [Accepted: 02/02/2023] [Indexed: 02/12/2023] Open
Abstract
Background Nurses´ perceptions of leaders´ leadership styles has a significant impact on their well-being. Effective leadership in health care is crucial for improving and enhancing the effectiveness of health care systems. This study aimed to assess the perceived utilization of leadership styles among nurses at Jimma town public health facilities, Ethiopia. Methods This facility-based cross-sectional study was conducted with 403 nurses. Data were collected through a self-administered structured questionnaire. Data were entered into Epi-Data version 4.6 and then exported to SPSS version 25. The strength of association was described using unstandardized adjusted β with a 95% confidence interval (CI) and p-value <0.05. Results Of the 422 participants, 403 completed and returned the questionnaire correctly, thus achieving a response rate of 95.5%. Staff nurses perceived that their head nurses fairly often or commonly used transformational leadership styles, with a mean of 2.77±0.60. The multivariable linear regression analysis model indicated that there was a positive relationship between perceived leadership style and gender, overall organizational commitment, overall job-related stress, overall innovative work behavior, and overall leadership practice. However, there was a negative relationship between perceived leadership style and nurses who had not received previous training on leadership. Conclusion This study highlights that transformational leadership is a commonly utilized leadership style by leader nurses. Effective and balanced use of various leadership styles requires knowledge (training), organizational commitment, and innovative work behavior from both leaders and staff nurses. Therefore, a transformational leadership style is key to achieving organizational goals and increasing staff nurses' productivity.
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Affiliation(s)
- Mihret Gashaye
- Jimma Medical Center, Institute of Health, Jimma University, Jimma Town, Ethiopia,Correspondence: Mihret Gashaye, Tel +251918314503; +251917557279, Email
| | - Desalew Tilahun
- Nursing School, Faculty of Health Science, Institute of Health, Jimma University, Jimma Town, Ethiopia
| | - Admasu Belay
- Nursing School, Faculty of Health Science, Institute of Health, Jimma University, Jimma Town, Ethiopia
| | - Bayisa Bereka
- Nursing School, Faculty of Health Science, Institute of Health, Jimma University, Jimma Town, Ethiopia
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Tomblin Murphy G, Mtey G, Nyamtema A, LeBlanc J, Rigby J, Abel Z, Mselle LT. Building leadership and managerial capacity for maternal and newborn health services. BMC Health Serv Res 2022; 22:1129. [PMID: 36071415 PMCID: PMC9450380 DOI: 10.1186/s12913-022-08448-7] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/11/2022] [Accepted: 05/09/2022] [Indexed: 11/10/2022] Open
Abstract
Background Strengthening leadership and management is important for building an effective and efficient health system. This paper presents the findings from a L&M capacity building initiative which was implemented as part of a larger study aimed at improving maternal and newborn outcomes within primary health facilities in the Morogoro, Tanzania. Methods The initiative, involving 30 stakeholders from 20 primary health facilities, 4 council health management teams and the regional health management team in the Morogoro region, provided leadership and managerial training through two 5-day in-person workshops, onsite mentoring, and e-learning modules. The initiative was evaluated using a pre-post design. Quantitative instruments included the ‘Big Results Now’ star-rating assessments and a team-developed survey for health providers/managers. The ‘Big Results Now’ star-rating assessments, conducted in 2018 (19 facilities) and 2021 (20 facilities), measured overall facility leadership and management capability, with comparisons of star-ratings from the two time-points providing indication of improvement. The survey was used to measure 3 key leadership indicators - team climate, role clarity/conflict and job satisfaction. The survey was completed by 97 respondents at baseline and 100 at follow up. Paired t-tests were used to examine mean score differences for each indicator. Triangulated findings from focus groups with 99 health providers and health management team members provided support and context for quantitative findings. Results Star-ratings increased in 15 (79%) of 19 facilities, with the number of facilities achieving the target of 3 plus stars increasing from 2 (10%) in 2018 to 10 (50%) in 2021, indicating improved organizational performance. From the survey, team climate, job satisfaction and role clarity improved across the facilities over the 3 project years. Focus group discussions related this improvement to the leadership and managerial capacity-building. Conclusion Improved leadership and managerial capacity in the participating health facilities and enhanced communication between the health facility, council and regional health management teams created a more supportive workplace environment, leading to enhanced teamwork, job satisfaction, productivity, and improved services for mothers and newborns. Leadership and managerial training at all levels is important for ensuring efficient and effective health service provision.
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Affiliation(s)
- Gail Tomblin Murphy
- Nova Scotia Health and Dalhousie University WHO/PAHO Collaborating Centre on Health Workforce Planning and Research, 90 Lovett Lake Ct., Suite 201, Halifax, NS, B3S 0H6, Canada.
| | - Godfrey Mtey
- Tanzanian Training Centre for International Health, Ifakara, Tanzania
| | - Angelo Nyamtema
- Tanzanian Training Centre for International Health, Ifakara, Tanzania.,St Francis University College of Health and Allied Sciences, Ifakara, Tanzania
| | - John LeBlanc
- Faculty of Medicine, Dalhousie University and IWK Health Centre, Halifax, NS, Canada
| | - Janet Rigby
- Nova Scotia Health and Dalhousie University WHO/PAHO Collaborating Centre on Health Workforce Planning and Research, 90 Lovett Lake Ct., Suite 201, Halifax, NS, B3S 0H6, Canada
| | - Zabron Abel
- Tanzanian Training Centre for International Health, Ifakara, Tanzania
| | - Lilian Teddy Mselle
- School of Nursing, Muhimbili University for Health and Allied Sciences (MUHAS), Dar es Salaam, Tanzania
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Restivo V, Minutolo G, Battaglini A, Carli A, Capraro M, Gaeta M, Odone A, Trucchi C, Favaretti C, Vitale F, Casuccio A. Leadership Effectiveness in Healthcare Settings: A Systematic Review and Meta-Analysis of Cross-Sectional and Before-After Studies. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2022; 19:10995. [PMID: 36078706 PMCID: PMC9518077 DOI: 10.3390/ijerph191710995] [Citation(s) in RCA: 5] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 07/12/2022] [Revised: 08/25/2022] [Accepted: 08/28/2022] [Indexed: 06/15/2023]
Abstract
To work efficiently in healthcare organizations and optimize resources, team members should agree with their leader's decisions critically. However, nowadays, little evidence is available in the literature. This systematic review and meta-analysis has assessed the effectiveness of leadership interventions in improving healthcare outcomes such as performance and guidelines adherence. Overall, the search strategies retrieved 3,155 records, and 21 of them were included in the meta-analysis. Two databases were used for manuscript research: PubMed and Scopus. On 16th December 2019 the researchers searched for articles published in the English language from 2015 to 2019. Considering the study designs, the pooled leadership effectiveness was 14.0% (95%CI 10.0-18.0%) in before-after studies, whereas the correlation coefficient between leadership interventions and healthcare outcomes was 0.22 (95%CI 0.15-0.28) in the cross-sectional studies. The multi-regression analysis in the cross-sectional studies showed a higher leadership effectiveness in South America (β = 0.56; 95%CI 0.13, 0.99), in private hospitals (β = 0.60; 95%CI 0.14, 1.06), and in medical specialty (β = 0.28; 95%CI 0.02, 0.54). These results encourage the improvement of leadership culture to increase performance and guideline adherence in healthcare settings. To reach this purpose, it would be useful to introduce a leadership curriculum following undergraduate medical courses.
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Affiliation(s)
- Vincenzo Restivo
- Department of Health Promotion, Maternal and Infant Care, Internal Medicine and Medical Specialties (PROMISE) “G. D’Alessandro”, University of Palermo, Via del Vespro 133, 90127 Palermo, Italy
| | - Giuseppa Minutolo
- Department of Health Promotion, Maternal and Infant Care, Internal Medicine and Medical Specialties (PROMISE) “G. D’Alessandro”, University of Palermo, Via del Vespro 133, 90127 Palermo, Italy
| | - Alberto Battaglini
- Vaccines and Clinical Trials Unit, Department of Health Sciences, University of Genova, Via Antonio Pastore 1, 16132 Genova, Italy
| | - Alberto Carli
- Santa Chiara Hospital, Largo Medaglie d’oro 9, 38122 Trento, Italy
| | - Michele Capraro
- School of Public Health, Vita-Salute San Raffaele University, Via Olgettina 58, 20132 Milan, Italy
| | - Maddalena Gaeta
- Department of Public Health, Experimental and Forensic Medicine, University of Pavia, Via Forlanini 2, 27100 Pavia, Italy
| | - Anna Odone
- Department of Public Health, Experimental and Forensic Medicine, University of Pavia, Via Forlanini 2, 27100 Pavia, Italy
| | - Cecilia Trucchi
- Planning, Epidemiology and Prevention Unit, Liguria Health Authority (A.Li.Sa.), IRCCS San Martino Hospital, Largo R. Benzi 10, 16132 Genoa, Italy
| | - Carlo Favaretti
- Centre on Leadership in Medicine, Catholic University of the Sacred Heart, Largo F. Vito 1, 00168 Rome, Italy
| | - Francesco Vitale
- Department of Health Promotion, Maternal and Infant Care, Internal Medicine and Medical Specialties (PROMISE) “G. D’Alessandro”, University of Palermo, Via del Vespro 133, 90127 Palermo, Italy
| | - Alessandra Casuccio
- Department of Health Promotion, Maternal and Infant Care, Internal Medicine and Medical Specialties (PROMISE) “G. D’Alessandro”, University of Palermo, Via del Vespro 133, 90127 Palermo, Italy
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Kim HD, Cruz AB. Transformational Leadership and Psychological Well-Being of Service-Oriented Staff: Hybrid Data Synthesis Technique. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2022; 19:ijerph19138189. [PMID: 35805846 PMCID: PMC9266046 DOI: 10.3390/ijerph19138189] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 06/17/2022] [Revised: 06/28/2022] [Accepted: 07/02/2022] [Indexed: 12/04/2022]
Abstract
Leaders play a significant role in organizations and their leadership behaviors can either enhance or undermine the well-being of their employees. This study aimed to meta-analyze the relationship between transformational leadership and well-being in the service industry, and how employees’ gender and service sector moderated the strength of this relationship. This study used a convergent mixed-method approach. PubMed, MEDLINE, Google Scholar, AMED, and Scopus electronic databases were utilized to search for relevant studies. Textual data were analyzed using a text data-mining technique (Leximancer) to determine the relevant themes and concepts. Statistical data were examined through a comprehensive meta-analysis to determine their effect sizes. The qualitative results outline the major themes that emerged: leadership, well-being, and health. The quantitative findings revealed that the perceived well-being of male employees and those working outside of the health-care service sector was positively higher when employees’ leaders showed transformational leadership. In general, the findings from the qualitative and quantitative data converge. The findings confirm the positive relationship between transformational leadership and employee well-being. This study also highlights the applicability of a convergent mixed-method approach as a useful methodological strategy when analyzing both lexical and statistical data.
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Affiliation(s)
- Hyun-Duck Kim
- Department of Sport Marketing, Keimyung University, Daegu 42601, Korea;
| | - Angelita Bautista Cruz
- Department of Physical Education, Keimyung University, Daegu 42601, Korea
- Correspondence:
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Joseph-Richard P, McCray J. Evaluating leadership development in a changing world? Alternative models and approaches for healthcare organisations. HUMAN RESOURCE DEVELOPMENT INTERNATIONAL 2022. [DOI: 10.1080/13678868.2022.2043085] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
Affiliation(s)
- Paul Joseph-Richard
- Lecturer in HRM, Ulster University Business School, Ulster University, BT37 0QB Jordanstown, UNITED KINGDOM
| | - Janet McCray
- Professor of Social Care and Workforce Development, Department of Childhood, Social Work and Social Care, University of Chichester, College Lane, Chichester, West Sussex
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Vatnøy TK, Dale B, Sundlisaeter Skinner M, Karlsen TI. Associations between nurse managers' leadership styles, team culture and competence planning in Norwegian municipal in-patient acute care services: A cross-sectional study. Scand J Caring Sci 2022; 36:482-492. [PMID: 34997785 PMCID: PMC9306531 DOI: 10.1111/scs.13064] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/31/2021] [Revised: 11/24/2021] [Accepted: 12/25/2021] [Indexed: 11/29/2022]
Abstract
BACKGROUND Increased complexity in the primary healthcare services has followed in the wake of health reforms and reveals the need for competence enhancement in the nursing services. Effective and visionary leadership, sufficiently qualified staff and cooperation among professionals are considered as key measures to safeguard quality in the services. AIMS To identify which leadership styles characterise first-line nurse managers in Norwegian municipal in-patient acute care (MipAC) units and to investigate how first-line nurse managers' leadership styles are associated with team culture and documented nursing competence planning. METHODS A cross-sectional survey was distributed to all the first-line nurse managers in Norwegian MipAC units (n = 229). Data were collected between March and June 2019. The response rate was 80.5% (n = 182). First-line managers' background information and data about their focus on team culture and competence planning were recorded. Furthermore, we noted organisational structural characteristics, and managers' transformational (relational) leadership and transactional (task-oriented) leadership styles. RESULTS The managers exhibited a high degree of transformational leadership behaviour, which was significantly associated with team culture. No significant associations between leadership behaviours and documented competence planning were found. Notably, we found a significant correlation between transformational and transactional leadership styles, indicating that the managers adapt their leadership behaviours to actual requirements and situations. Organisational structural factors: the share of registered nurses (RNs) on the staff and having a position for a professional development nurse were positively associated with competence planning. CONCLUSION A relational leadership style promotes team culture and both factors may empower the professional nursing environment. However, first-line nurse managers need to acknowledge nursing competence planning as a central part of effective leadership. Having a professional development nurse position seems to complement leadership and ease the manager's responsibilities regarding team culture and competence planning.
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Affiliation(s)
- Torunn Kitty Vatnøy
- Department of Health and Nursing Science, University of Agder, Grimstad, Norway.,Centre for Caring Research, South Norway, Grimstad, Norway
| | - Bjørg Dale
- Department of Health and Nursing Science, University of Agder, Grimstad, Norway.,Centre for Caring Research, South Norway, Grimstad, Norway
| | - Marianne Sundlisaeter Skinner
- Centre for Care Research, East Norway and Department of Health Sciences NTNU -Norwegian University of Science and Technology, Gjøvik, Norway
| | - Tor-Ivar Karlsen
- Department of Health and Nursing Science, University of Agder, Grimstad, Norway
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Biduchak A, Hopko N, Alsalama MWO, Chornenka Z, Mazur O. Peculiarities of Medical Personnel Behavior Styles in Conflict Situations. Health (London) 2022. [DOI: 10.4236/health.2022.1412086] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/13/2022]
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11
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Alrubaysh MA, Alshehri MH, Alsuhaibani EA, Allowaihiq LH, Alnasser AA, Alwazzan L. The leadership styles of primary healthcare center managers and center performance outcomes in Riyadh, Saudi Arabia: A correlational study. J Family Community Med 2022; 29:56-61. [PMID: 35197729 PMCID: PMC8802731 DOI: 10.4103/jfcm.jfcm_400_21] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/11/2021] [Revised: 12/23/2021] [Accepted: 12/29/2021] [Indexed: 11/09/2022] Open
Abstract
BACKGROUND Leadership is a wide concept that is rapidly developing. Diverse theories suggest different styles of leadership, with strong relationships between the different styles and their outcomes. The transformational style emphasizes motivating employees and encouraging them to find new ways of dealing with issues. The transactional (TL) style promotes ideas of rewards and punishments. The Laissez-faire style is characterized by relaxation and the tendency to leave things to happen with minimal interference. MATERIALS AND METHODS This is a descriptive cross-sectional study design conducted in Primary Healthcare Centers in Riyadh, Saudi Arabia. The leadership styles were assessed using a Multi-Factor Leadership Questionnaire, which identifies the different styles of leadership. SPSS v 26.0 was used for data analysis. t-test employed to compare leadership style between raters and managers. Logistics regression model used to determine the influence of leadership styles of managers. Pearson correlation coefficient determined the linear relationship between leadership styles and its domains. RESULTS A total of 130 respondents (65 managers vs. 65 raters) took part. "Raters" refer to any persons other than the manager, such as a secretary, nurse, doctor. The "manager" is when the person rates himself. The global transformation mean score was 3.55, for TL it was 3.42 and for passive avoidant, the mean score was 0.93. The passive avoidant (t = 2.005; P = 0.047) and management by exception (passive) (MBEP) mean scores of raters were statistically significantly higher than managers. In the binary regression model, MBEP was the independent significant predictor of manager. CONCLUSION The perceived leadership style of Primary Healthcare Center managers was transformational but with TL. Transformational leadership was positively correlated with TL leadership but negatively correlated with passive avoidant (The Laissez-faire style). The outcome of this study demonstrated that intellectual stimulation, idealized attributes, and inspirational motivation are perhaps better than contingent reward, active management.
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Affiliation(s)
- Mohammed A. Alrubaysh
- College of Medicine, Imam Mohammad Ibn Saud Islamic University, Riyadh, Saudi Arabia,Address for correspondence: Dr. Mohammed A. Alrubaysh, 4198, Al Salami Almughrazat Dist, 7395 Riyadh 12482, Saudi Arabia. E-mail:
| | - Mohammad H. Alshehri
- College of Medicine, Imam Mohammad Ibn Saud Islamic University, Riyadh, Saudi Arabia
| | - Eyad A. Alsuhaibani
- College of Medicine, Imam Mohammad Ibn Saud Islamic University, Riyadh, Saudi Arabia
| | - Lujain H. Allowaihiq
- College of Medicine, Imam Mohammad Ibn Saud Islamic University, Riyadh, Saudi Arabia
| | - Ammar A. Alnasser
- College of Medicine, Imam Mohammad Ibn Saud Islamic University, Riyadh, Saudi Arabia
| | - Lulu Alwazzan
- Department of Medical Education, College of Medicine, Imam Mohammad Ibn Saud Islamic University, Riyadh, Saudi Arabia
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12
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Martinussen PE, Davidsen T. 'Professional-supportive' versus 'economic-operational' management: the relationship between leadership style and hospital physicians' organisational climate. BMC Health Serv Res 2021; 21:825. [PMID: 34399744 PMCID: PMC8369705 DOI: 10.1186/s12913-021-06760-2] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/26/2021] [Accepted: 07/12/2021] [Indexed: 11/10/2022] Open
Abstract
BACKGROUND Health systems across the world have implemented reforms that call for a reconsideration of the role of management in hospitals, which is increasingly seen as important for performance. These reorganisation efforts of the hospitals have challenged and supplemented traditional profession-based management with more complex systems of management inspired by the business sector. Whereas there is emerging evidence on how medical professionals in their role as leaders and managers adapt to the new institutional logics of the health care sector with increasing demands for efficiency and budgetary discipline, no previous studies have investigated whether leaders' emphasis on clinical or financial priorities is related to how hospital physicians' view their working situation. The purpose of this study was therefore to examine the relationship between leadership style and hospital physicians' organisational climate. METHODS We utilised data from a survey among 3000 Norwegian hospital physicians from 2016. The analysis used three additive indexes as dependent variables to reflect various aspects of the organisational climate: social climate, innovation climate and engagement at the workplace. The variables reflecting leadership style were based on an item in the survey asking the respondents to rate the leadership qualities of their proximate leaders (department chair) on 11 specific dimensions. We used factor analysis to identify two types of leadership styles: a traditional profession-based leadership style that emphasises the promotion of professional standards and quality in patient treatment, and a leadership style that reflects the emerging management philosophy with focus on economic administration and budgetary control. Controlling for demographic background, leader role, foreign medical exam and specialty, the empirical model was estimated via multivariate regression. RESULTS The results documented a clear relationship between leadership style and organisational climate: a 'professional-supportive' leadership style is associated with better social climate, innovation climate and engagement at the workplace, while an 'economic-operational' leadership style is associated with a poorer social climate. CONCLUSIONS The cross-sectional study design makes it impossible to draw inferences about direction of causality and causal pathways. However, the positive relationship between professional-supportive leadership and organisational climate is a matter, which should be seriously considered regardless of direction of causality.
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Affiliation(s)
- Pål E Martinussen
- Department of Sociology and Political Science, Norwegian University of Science and Technology (NTNU), Trondheim, Norway.
| | - Tonje Davidsen
- Department of Sociology and Political Science, Norwegian University of Science and Technology (NTNU), Trondheim, Norway
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Valbuena-Durán LD, Ruiz Rodríguez M, Páez Esteban AN. Nursing Leadership, Associated Sociodemographic and Professional Factors: The Perception of Leaders and Evaluators. AQUICHAN 2021. [DOI: 10.5294/aqui.2021.21.2.5] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/23/2022] Open
Abstract
Objective: To assess the leadership styles of the assistance Nursing professionals and their associated sociodemographic and professional factors.
Materials and methods: An analytical and cross-sectional study. The sample comprised 75 Nursing professionals and 170 Nursing assistants selected for convenience. The Multifactorial Leadership Questionnaire was applied to assess leadership and the organizational result variables.
Results: The predominant leadership styles were as follows: transformational (mean of 3.43) and transactional (3.40), which presented high correlation rates with satisfaction, efficacy and additional effort. The leadership style least perceived by the staff was corrective/avoidance (2.10). In transformational leadership, behavioral influence and inspirational motivation presented better scores in the leaders’ self-perception. Age, marital status and having children evidenced statistically significant differences with the transformational and transactional leadership styles; work experience was significant with transactional leadership.
Conclusions: In their work, Nursing professionals denote encouraging practices that are inherent to transformational leadership, which is related to changes in the organizational culture, leads to motivating and inspiring the subordinates to transcend the routines and increases their satisfaction and commitment to their duties, thus being an important factor in health institutions.
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Chu H, Qiang B, Zhou J, Qiu X, Yang X, Qiao Z, Song X, Zhao E, Cao D, Yang Y. The Impact of Transformational Leadership on Physicians' Performance in China: A Cross-Level Mediation Model. Front Psychol 2021; 12:586475. [PMID: 33790823 PMCID: PMC8006430 DOI: 10.3389/fpsyg.2021.586475] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/23/2020] [Accepted: 01/26/2021] [Indexed: 12/23/2022] Open
Abstract
Transformational leadership has been becoming increasingly vital to the provision of high-quality health care, particularly during major public health emergencies. The present study aims to investigate the impact of transformational leadership on physicians’ performance and explore the cross-level underlying mechanisms with achievement motivations and coping styles among Chinese physicians. During 2017–2019, 1,527 physicians of 101 departments were recruited from six hospitals in China with a cluster random sampling method. Participants completed several questionnaires regarding their job performance, achievement motivations, coping styles, and transformational leadership. Multilevel mediation effects were tested using cross-level path analysis. The result of this study indicated that transformational leadership was applied well in Chinese medical settings with a score of 101.56 ± 6.42. The hierarchical linear model showed that transformational leadership had a cross-level direct positive effect on physicians’ performance (β = 1.524, p < 0.05). Furthermore, results of cross-level path analyses revealed that transformational leadership contributed to physicians’ performance by sequentially influencing achievement motivations first and then coping styles. In addition, the path “transformational leadership → positive coping (PC) style → physicians’ performance” showed the strongest cross-level indirect effect. In summary, public health leaders should enhance physicians’ performance by promoting individual development, especially achievement motivation and PC style.
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Affiliation(s)
- Haiyun Chu
- Harbin Medical University, Harbin, China
| | | | | | | | | | | | | | | | - Depin Cao
- Harbin Medical University, Harbin, China
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Kiwanuka F, Nanyonga RC, Sak-Dankosky N, Muwanguzi PA, Kvist T. Nursing leadership styles and their impact on intensive care unit quality measures: An integrative review. J Nurs Manag 2020; 29:133-142. [PMID: 32881169 DOI: 10.1111/jonm.13151] [Citation(s) in RCA: 13] [Impact Index Per Article: 3.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/17/2020] [Revised: 08/24/2020] [Accepted: 08/25/2020] [Indexed: 12/01/2022]
Abstract
AIM To examine the impact of nursing leadership styles on intensive care unit quality measures. BACKGROUND Evidence on the impact of leadership styles has direct implications for building and strengthening leadership behaviours that foster quality nursing care in intensive care units. EVALUATION An integrative review approach was adopted. Databases including the Cumulative Index of Nursing and Allied Health Literature, PubMed, Scopus, ProQuest, Google Scholar and the Cochrane Library were searched. KEY ISSUES(S) Out of 253 identified studies, seven were included in the review. Leadership styles in intensive care units include transformational, considerate, exemplary, trusted and absentee leadership. Active nurse leaders who share a common vision, and advocate for their staff are perceived as more effective than those who exhibit absentee characteristics. Structural measures influenced by leadership styles include productivity and morale of nursing staff. Outcome measures such as staff outcomes (intent to stay, job satisfaction), medication errors and periventricular/intraventricular haemorrhage in neonatal intensive care units have a positive relational effect with nursing leadership style. CONCLUSIONS The findings highlight the link between nursing leadership styles on structural and outcome measures in intensive care units. The current literature lacks studies highlighting the impact of nursing leadership styles on process measures in intensive care units. IMPLICATIONS FOR NURSING MANAGEMENT Transformational, considerate, exemplary leadership practices, and trusted leadership styles when used by nurse leaders guarantee higher quality of nursing care in intensive care units. Therefore, modern leadership styles need to be supported by health care organisations and education.
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Affiliation(s)
- Frank Kiwanuka
- Department of Nursing Science, Faculty of Health Sciences, University of Eastern Finland, Kuopio, Finland
| | | | | | - Patience A Muwanguzi
- Department of Nursing, School of Health Sciences, College of Health Sciences, Makerere University, Kampala, Uganda
| | - Tarja Kvist
- Department of Nursing Science, Faculty of Health Sciences, University of Eastern Finland, Kuopio, Finland
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Por Pan T, Trakulmututa J, Youravong N. Self-perception of leadership style of dentists: heads of dental departments in community hospitals, Southern Thailand. Int Dent J 2020; 70:193-200. [PMID: 32017067 DOI: 10.1111/idj.12544] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/15/2022] Open
Abstract
INTRODUCTION Leadership is crucial in all professions and organisations, including the oral health profession. OBJECTIVES The aims of this analytical cross-sectional study were to evaluate the self-reported leadership behaviours and the factors influencing leadership behaviours among dentists who were heads of dental departments in community hospitals, southern Thailand. MATERIALS AND METHODS The self-administered questionnaire was composed of four parts: personal data; a 45-item Multifactor Leadership Questionnaire version 5× short (MLQ 5× short); a 34-item organisational climate perception; and a 52-item emotional intelligence screening test. RESULTS Of 134 dentists, 133 returned the questionnaire, providing a 99.3% response rate. The scores on the transactional component had a mean score of 2.98 (SD = 0.46). The transformational scores ranged with a mean of 2.90 (SD = 0.49). The scores of the passive leadership component had the lowest results, with a mean of 1.21 (SD = 0.57). Afterwards, the highest score for each head of the dental department was examined and compared across the three components. Approximately 60% of the dentists fell on the transactional, 34.6% on the transformational and 2.3% on the passive-avoidant scale. Multiple linear regression showed that the factors influencing the leadership of the dentists included emotional intelligence, the professional position of the dentists and the perception of the organisational climate. CONCLUSIONS The majority of heads of dental departments had transactional leadership style followed by transformational leadership style, and passive-avoidance was the least common. Emotional intelligence, the professional position and the perception of the organisational climate significantly increased the transformational leadership score.
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Affiliation(s)
- Temsiri Por Pan
- Department of Preventive Dentistry, Faculty of Dentistry, Prince of Songkla University, Songkhla, Thailand
| | - Jutamanee Trakulmututa
- Department of Public Administration, Faculty of Management Sciences, Prince of Songkla University, Songkhla, Thailand
| | - Nattaporn Youravong
- Department of Preventive Dentistry, Faculty of Dentistry, Prince of Songkla University, Songkhla, Thailand.,Common Oral Diseases and Epidemiology Research Center, Faculty of Dentistry, Prince of Songkla University, Songkhla, Thailand
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Mathole T, Lembani M, Jackson D, Zarowsky C, Bijlmakers L, Sanders D. Leadership and the functioning of maternal health services in two rural district hospitals in South Africa. Health Policy Plan 2018; 33:ii5-ii15. [PMID: 30053038 PMCID: PMC6037108 DOI: 10.1093/heapol/czx174] [Citation(s) in RCA: 13] [Impact Index Per Article: 2.2] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Accepted: 11/13/2017] [Indexed: 12/02/2022] Open
Abstract
Maternal mortality remains high in Eastern Cape Province, South Africa, despite over 90% of pregnant women utilizing maternal health services. A recent survey showed wide variation in performance among districts in the province. Heterogeneity was also found at the district level, where maternal health outcomes varied considerably among district hospitals. In ongoing research, leadership emerged as one of the key health systems factors affecting the performance of maternal health services at facility level. This article reports on a subsequent case study undertaken to examine leadership practices and the functioning of maternal health services in two resource-limited hospitals with disparate maternal health outcomes. An exploratory mixed-methods case study was undertaken with the two rural district hospitals as the units of analysis. The hospitals were purposively selected based on their maternal health outcomes: one reported good maternal health outcomes (pseudonym: Chisomo) and the other had poor outcomes (pseudonym: Tinyade). Comparative data were collected through a facility survey, non-participant observation of management and perinatal meetings, record reviews and interviews with hospital leadership, staff and patients to elicit information about leadership practices including supervision, communication and teamwork. Descriptive and thematic data analysis was undertaken. The two hospitals had similar infrastructure and equipment. Hospital managers at Chisomo used their innovation and entrepreneurial skills to improve quality of care, and leadership style was described as supportive, friendly, approachable but 'firm'. They also undertook frequent and supportive supervisory meetings. Each department at Chisomo developed its own action plan and used data to monitor their actions. Good performers were acknowledged in group meetings. Staff in this facility were motivated and patients were happy about the quality of services. The situation was different at Tinyade hospital. Participants described the leadership style of their senior managers as authoritarian. Managers were rarely available in the office and did not hold regular meetings, leading to poor communication across teams and poor coordination to address resource constraints. This demotivated the staff. The differences in leadership style, structures, processes and work culture affected teamwork, managerial supervision and support. The study demonstrates how leadership styles and practices influence maternal health care services in resource limited hospitals. Supportive leadership manifested itself in the form of focused efforts to build teamwork, enhance entrepreneurship and in management systems that are geared to improving maternal care.
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Affiliation(s)
- T Mathole
- University of the Western Cape, Robert Sobukwe Road, Bellville, South Africa
| | - M Lembani
- University of the Western Cape, Robert Sobukwe Road, Bellville, South Africa
| | - D Jackson
- University of the Western Cape, Robert Sobukwe Road, Bellville, South Africa
| | - C Zarowsky
- University of the Western Cape, Robert Sobukwe Road, Bellville, South Africa
- University of Montreal Hospital Research Centre (CR-CHUM), 850, rue St-Denis, Montreal (Québec) Canada
- Department of Social and Preventive Medicine, School of Public Health, University of Montreal 7101 av du Parc, Ste, Montreal, Québec H3N 1X9 Canada
| | - L Bijlmakers
- Radboud University Medical Centre, Radboud Institute for Health Sciences (RIHS), Geert Grooteplein-Noord 21 EZ Nijmegen, The Netherlands and
| | - D Sanders
- University of the Western Cape, Robert Sobukwe Road, Bellville, South Africa
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