Leadership styles of healthcare executives: Comparisons of transformational, transactional, and passive-avoidant styles.

摘要

Effective leadership is essential to navigating the obstacles facing the healthcare system in the 21st century. The healthcare industry is suffering from a leadership gap that can be closed only by identifying and nurturing executives with the greatest potential to become strong, effective leaders. This dissertation examined the differences in leadership styles between two groups of selected healthcare executives: Up & Comers, as identified by Witt/Kieffer and Modern Health Magazine, and other healthcare executives. Specifically, this quantitative study measured transformational, transactional, and passive-avoidant leadership styles, as well as a fourth dimension: self-perceptions of outcomes of leadership style. The study sought to determine whether a particular leadership style predominates among either executive type. Data were collected by means of the Multifactor Leadership Questionnaire(c) (MLQ) survey tool, which was distributed to various Up & Comers and other healthcare executives. The sample for this study was obtained through the recently published yearbook database listing in Modern Healthcare Magazine of Up & Comers award recipients and the other executives listed on the American College of Healthcare Executives website (www.ache.org). The electronic distribution of the survey was facilitated by Survey Monkey(c) (www.surveymonkey.com). The survey was distributed to 300 healthcare participants, which resulted in 125 participating in the study. T-test, results indicated Up & Comers executives had significantly higher (p.05) transactional leadership styles than other healthcare executives. This difference showed a small effect using Cohen's d. Groups did not differ on any of the other three measures. Results of the chi-squared test indicated no association was found between gender and age or between gender and receipt of the Up & Corners award. The findings of this dissertation can be helpful to senior healthcare executives who have responsibilities for preparing future leaders by prompting such executives to think more broadly about the range of leadership styles suited to the challenges and demands facing healthcare leaders and institutions.