Showing 8 results for Leadership
Mohammad Nekoei Moghadam, Sajad Delavari, Mina Salajeghe, Mohammadhossein Ghorbani,
Volume 9, Issue 1 (9-2010)
Abstract
Background: One of the necessities of hospital administrations is that the top and middle managers should be familiar with leadership styles and conflict management strategies completely and select a right managerial method. Through this, they can actively play a significant role in improving effectiveness and efficiency of hospital performance. The main objective of this research is surveying the relationship between Fidler's LPC score (as a sign for leadership style) and conflict management strategies (avoidance oriented, solution oriented, control oriented).
Materials and Methods: For surveying leadership styles Fiddler's Least Preferred Coworker questionnaire and for surveying conflict management strategies, another questionnaire was used. The reliability of these two was 0.90 and 0.88 respectively. The survey population was consisted of the high and middle managers of Kerman's educational hospitals (81), and a sample 67 individuals was selected for survey.
Results: The result showed that respondents mostly use communication oriented style and employed conflict management strategies are avoidance, solution and control respectively. Also it was observed that there is a positive and significant relation between LPC score and avoidance and solution strategies (r= 0.512 and 0.298 respectively). But there is a negative and significant relation between LPC score and control oriented strategy (r= -0.474).
Conclusion: According to the findings it is suggested that, the reasons of using avoidance strategy should be surveyed and try to encourage people to state their inconsistent ideas and converse freely. This could help organization to improve its performance. But communication oriented style is suitable and its maintenance should be taken into consideration.
Farshad Faghisolouk , Ali Valinejadi, Roghaye Ershad Sarabi , Pouran Raeissi,
Volume 13, Issue 3 (12-2014)
Abstract
Background: Hospital as core of health and care system requires an effective leadership style and suitable strategy for organizational differences and conflict’ solving. Main goal of this study is to survey of relationship between leadership style and strategy of conflict management among chief executive officers of Urmia hospitals.
Materials and Methods: This analytical-descriptive cross-sectional study was implemented in Urmia hospitals in 2013. Study population of the research includes thirty top managers in ten hospitals of Urmia. Data gathered through three questionnaires (personal and job characteristic leadership style with method of Fiedler LPC and conflict management). Data analyzed through SPSS software, mainly by Chi 2, Kruskal–Wallis and Spearman's Rho tests.
Results: Results showed that Leadership style had significant statistical relationship with average of managers work experience (p=0.040). Also age and strategy of control had significant statistical relationship (p=0.01). Leadership styles and strategies of conflict management weren’t significantly with other descriptive variables such as (position, level of education, marriage situation, work experience, managerial studies and second job). Leadership styles and strategy of conflict management weren’t significant relationship, finally.
Conclusion: Since that the determination of leadership style and methods of dealing with conflict management in hospitals is important, it is recommended that ever done comprehensive research on the effects of other factors such as organizational culture, social culture, character on leadership style and conflict management.
Dr Mohammad Moosavi Jed, Dr Siroos Ghanbari, Khalil Zandi, Bita Rafeizad, Hamed Seifpanahi, Maryam Noradini,
Volume 13, Issue 4 (3-2015)
Abstract
Abstract: Background: According to reports, the nurses frequently and directly are faced with the deaths, suffering and pain, thus a major mechanism for administrators is empowering of staff. With this approach, the object of study was examining the role of ethical leadership at promote nurses' psychological empowerment. Material and Methods: Considering the purpose of this study, it was applied & considering the data collection methods, it was descriptive –analytical. Statistical population was nurses in working in Sanandaj public hospitals (410 people) and 148 subjects were selected using random sampling. Data gathering tools were two questionnaires: Ethical Leadership (Salehnia: 2012) and psychological empowerment Questionnaire (Wooten & Cameron, 1998). Data analysis was performed by SPSS (Version 16) and Confirmatory Factor Analysis, Pearson correlation test and Multiple Regression (Method: Enter). Results: Results showed that the items of questionnaires can be reduced to the fundamental dimensions. Results also showed that there was a significant relationship between ethical leadership and psychological empowerment. Finally, it was found that components of Pattern and Pragmatism are predictive of psychological empowerment. Conclusion: According to study findings, hospital Administrators can by display appropriate ethical behaviors and efforts to strengthen interpersonal relationships and encourage such behaviors among members provide Contexts improving nurses' Psychological Empowerment
Ali Mohammad Mosadegh Rad , Maryam Saadati,
Volume 15, Issue 1 (6-2016)
Abstract
Background: Providing high quality, safe and effective health care services requires competent and motivated employees. Employee’s creativity plays a significant role in motivation and health care system productivity. Various individual and organizational factors influence employees’ creativity. This study aimed to examine the relationship between managers’ leadership style and employees’ creativity in Qazvin hospitals.
Materials and Methods: Creativity and leadership questionnaires were used to conduct this descriptive and cross-sectional study. The questionnaires were distributed among 800 employees in ten hospitals using stratified sampling method. Descriptive and analytical methods utilized for data analysis using SPSS software.
Results: The mean score of hospital employees’ creativity was 47.5 out of 60 (moderate level). The prevalent leadership style of managers was transformational. There was a significant statistical association between employees’ creativity and managers’ transformational leadership style.
- Since, leadership styles of hospital managers influence employees’ creativity, they have to apply appropriate leadership style to motivate employees and develop their creativity in order to improve hospital productivity.
Behnaz Kermani, Hasan Darvish, Mohammad Ali Sarlak, Pirhossein Kolivand,
Volume 15, Issue 4 (1-2017)
Abstract
Background: In the current turbulent world of business, organizations have to try and compete to identify, recruit and retain the most qualified managers as a competitive advantage. The aim of this study was to investigate the relationship between leadership competencies of managers and administrative staff with the performance of hospitals.
Materials and Methods: This descriptive correlational study was conducted in2015. This study was done in a public teaching hospital, a public non-teaching hospital and a private hospital in Tehran that were general and in average size. The study population was head for all units and departments in accordance with accreditation standards. Sampling methods was Census and leadership competencies using clinical leadership competency framework(CLCF) questionnaire and hospital performance using evaluation scores based on national accreditation standards in2014 that were used in2015 as the basis for the ranking were assessed. Data using Pearson correlation coefficient and test-t, chi-square, regression and ANOVA analyzed.
Results: results showed significant positive correlation between leadership competencies and performance of hospitals(α=0/001,R=0/556). All components of competency (personal qualities(R=0/446), working with others(R=0/529), managing services(R=0/569), improving services(R=0/445), setting direction(R=0/269)) have also positive and significant correlation with performance. Leadership competencies with education (R=0/368), type of employment(f=5/209) and type of hospital(f=15/252) and performance with marital status(R=0/038), type of hospital(f=4/352) and management experience(R=0/273) have showed a significant positive correlation.
Conclusion: Today, organizations will be success if they able to attract and maintenance the most qualified, and employ their services in proper place. Neglect of this important and non-use of existing potentials could have negatively impact the performance of individuals, units and hospitals.
Yeganeh Hayati , Dr Elham Movahed , Dr Mohammad Arab ,
Volume 16, Issue 1 (4-2017)
Abstract
Background: Hospital managers inevitably have a major impact on their employees' health and because professional cohesion acheives in the shadow of psychological balance; possessing mental health is important among hospital staff. Therefore, current study aimed to determine the status of managers' leadership style and its relationship with mental health staff of hospitals affiliated to Tehran University of Medical Sciences in 2014.
Materials and Methods: This study was a cross-sectional and descriptive-analytical one and sample size consisted of 91 executives, intermediate managers and 320 employees of hospitals affiliated to Tehran University of Medical Sciences. Fiedler leadership style instrument and general health questionnaire were used. Collected data was analyzed by SPSS software version 22 using descriptive and inferential statistics tests.
Results: Responsive rate was85% (272/320). Most of managers adopted task-oriented leadership style. There was a statistically significant relationship between leadership style and mental health, physical problems, anxiety, social function and depression among staff (P<0.05).
Conclusion: Managers can be effective on mental health staff using relationship-oriented leadership style adoption and it seems necessary to train managers in adopting appropriate leadership models and styles in order to prevent and reduce mental health disorders among employees in different situations.
Reza Pirayesh, Hamed Rastegarnia, Fatemeh Alilou,
Volume 22, Issue 2 (9-2023)
Abstract
Background and Objective: Employee creativity is a key element for
achieving sustainable competitive advantage in both private and public
organizations. This study aims to explore the influence of leadership styles
and feedback behavior on employee creativity growth, considering the
mediating role of the communication mechanism among employees of
public clinics in Zanjan.
Materials and Methods: This applied study follows a descriptive-survey
approach. Data were collected through field observations, questionnaire
distribution, and library research related to the study variables. The
statistical population included all employees of public clinics in Zanjan. From
209 people, 135 were randomly selected as the sample based on Cochran's
formula. The questionnaires were distributed and completed by these
individuals. Data collected via questionnaires were analyzed using structural
equation modeling with PLS and SPSS software.
Results: Feedback behavior (coefficient = 0.256), leadership styles
(coefficient = 0.543), and the communication mechanism (coefficient =
0.126) significantly influenced employee creativity. Additionally, feedback
behavior (coefficient = 0.267) and leadership styles (coefficient = 0.348)
significantly impacted the communication mechanism. The results also
indicated that the communication mechanism effectively mediated the
relationship between leadership styles (coefficient = 0.044) and feedback
behavior (coefficient = 0.034) on employee creativity growth.
Conclusion: The findings suggest that leadership styles and feedback
behavior significantly influence employee creativity growth through the
mediating role of the communication mechanism. Organizational managers
should leverage these factors to enhance their employees' creativity
Saeede Afshari, Shaghayegh Vahdat, Iravan Masoudi Asl, Somayeh Hesam,
Volume 22, Issue 4 (1-2024)
Abstract
Background and purpose: In today’s competitive organizational landscape, the significance of recruiting and developing competent human resources has become paramount. Organizations not only aim to select and attract capable and efficient personnel but also seek to enhance and expand their capabilities. Consequently, the concept of meritocracy has become a key concern for modern organizations. This study aims to investigate the factors influencing succession planning in the leadership of healthcare organizations in Iran.
Methods: This qualitative study was conducted using content analysis in 2020. The statistical population comprised key decision-makers and policymakers in successful and prominent Iranian organizations known for effective succession planning, such as the Islamic Revolutionary Guard Corps (IRGC) and the public banking system. A total of 15 experts were selected through purposive and snowball sampling, with data collection continuing until theoretical saturation was achieved. Data were gathered through structured interviews, and the analysis and coding were performed using MAXQDA 11 software.
Results: The study identified five main themes: alignment of strategic goals and needs analysis, strategic communication and organizational structure, talent identification and empowerment, development and excellence of qualified individuals, and monitoring of succession planning programs. These were further divided into 13 sub-themes.
Conclusion: Organizations and managers should provide comprehensive support and demonstrate commitment to the effective implementation of succession planning programs. This will lead to improved organizational decisions and policies, ensuring that competent and qualified individuals are placed in key positions. Additionally, this approach will enhance work quality, boost employee motivation, reduce resource wastage, and improve career advancement opportunities for staff.
