Leadership and Intention to Leave Among Public Health Sector Physicians in Cyprus: A National Cross-Sectional Study
Ιωάννα ΓρηγορίουEleftheria C. EconomidouDemetris AvraamElpidoforos S. SoteriadesEvridiki PapastavrouAndreas CharalambousAntonis StylianidesAnastasios Merkouris
0
Citation
6
Reference
10
Related Paper
Abstract:
Physician shortage is a major concern in many health care systems globally, while healthcare leadership constitutes one of the most vital factors within human resource management. Our study examined the relationship between managers' leadership styles and physicians' intent to leave their current position. In this cross-sectional national survey, questionnaires were distributed to all physicians working in the public health sector of Cyprus. Most demographic characteristics evaluated by chi-square or Mann-Whitney test, were statistically significantly different between those who intended to leave their job and those who did not. The results of our study demonstrated that transformational leadership has a positive influence on retention of physicians in public hospitals, while non leadership infers a negative influence. Developing leadership skills in physician supervisors is of a great importance for organizations to make a large impact on health professionals' retention and overall performance.Keywords:
Cross-sectional study
Economic shortage
Position (finance)
significant and concern for every company's Leader. Organizations require a team of committed, competent & positive mind employees who can always contribute to the existence of their company in this dynamic, growing scenario, But with this fast pace of the competitive world, management is lacking in giving due consideration to their employee understanding along with their performance supervision.
Thus, this paper would attempt to determine whether there is any relation between the superior's Transformational leadership style with subordinates work behavior in private sector. This finding revealed that in private sector Transformational leadership style found to be statistically significant but hold negative relation with follower's counterproductive work behaviors.
Pace
Cite
Citations (0)
Abstract Is there one best practice for ethical leadership? Studies suggest that the publicness of an organization can have important implications for leadership. Yet research on ethical leadership generally assumes that one ethical leadership style should fit all types of organization alike. This study explores the validity of that assumption by using qualitative interviews to unravel similarities and differences in how Dutch public, hybrid and private sector managers conceive ethical leadership. The results suggest that most aspects of ethical leadership may be transferable across public and private sectors. However, in comparison with their private sector counterparts, the managers operating in public and hybrid sector organizations placed greater value on being altruistic, showing concern for the common good, and being responsive, transparent and accountable to society at large. Moreover, whereas public and hybrid sector managers considered explicit and frequent communication about ethics to be a key component of ethical leadership, most of the private sector managers preferred communication strategies in which ethics was more implicitly embedded in discussions of, for instance, 'the business model' or 'customer relationships'. The results suggest further research on the contingencies of ethical leadership views and practices across different types of organizations is warranted. Keywords: Ethical leadershippublicnessorganization typecontextvariform universal leadership Acknowledgements The authors would like to thank the guest editors and the anonymous reviewers for their very helpful comments on earlier versions of this article. We would also like to thank Lieke Witlox and Gareth Hewer for their assistance and technical support. Notes To illustrate, 'public organizations' refers to organizations such as ministries and municipalities, which are predominantly public on all three dimensions: they are under substantial and direct political control, primarily depend on public funding, and perform public tasks. By contrast, private organizations are predominantly private on the same three dimensions and involve organizations such as retailers and engineering companies. In such organizations, political control is limited, funding is predominantly or fully private, and the primary aim is to reach private goals (most notably, to make profit). Hybrid organizations then concern organizations where the degree of publicness of the organization differs according to the three dimensions. For instance, in the case of Dutch universities, where political control is moderate, funding is increasingly becoming a mix of private and public sources, but the primary aim is still to provide a public service. A more extensive report and discussion of the results of this study can be found in Heres Citation(2010).
Ethical Leadership
Cite
Citations (90)
Ten public and 35 private organizations located in Central New York State participated in a university- sponsored research project to study the effects of organizational characteristics upon types of leadership (transformational/transactional) and power demonstrated by supervisors. Public sector organizations in which managers had low control over rewards were compared to private sector organizations in which managers had high control over rewards. Followers perceived public sector supervisors as more inspirational by their followers and they used more active management-by-exception behavior than those in private organizations. Private sector supervisors had more reward, legitimate and coercive power than supervisors in public sector organizations.
Cite
Citations (20)
In response to the growing ethnic and cultural diversity in Dutch society and its labor market, public organizations in the Netherlands are increasingly crafting diversity policies and conducting diversity interventions. Little is known, however, about the effectiveness of interventions that are used to improve employee engagement in the public sector. This chapter discusses the influence of diversity interventions related to the binding of employees with Dutch public organizations with an emphasis on the role of leadership and organizational culture. This chapter concludes that transformational leadership and organizational culture are the keys to the binding of employees to the public sector in today's diverse Netherlands. An inclusive organizational culture in which there is a room for diversity is decisive for the success of interventions used in public organizations. It also appears that managers of these organizations play a critical role. The effect of diversity interventions on the binding of employees with their organizations appears to be less when the manager uses a transformational leadership style. This demonstrates the importance of an inclusive organizational culture and a people-oriented transformational leadership style in the Dutch public sector.
Cite
Citations (3)
Purpose The purpose of this study was to present a conceptual analysis of how the issue of corruption in Ghana’s public sector can be curbed through an integration of individual (public sector worker) and organisational goals (the public sector itself). It further sought to explain this possibility by focusing on a goal integration process through transformational leadership. Design/methodology/approach To meet this end, the study conducted a review of literature on goal, goal-setting, corruption, employee motivation and transformational leadership to develop a conceptual framework to explain this link between goal integration through transformational leadership and corruption reduction. Findings Findings from this study showed that dissatisfaction with work (especially pay) amongst Ghana’s public sector workers is a major factor necessitating the emergence of corruption in the country. It is also shown in the study that through the transformational leadership approach, individual worker concerns such as concerns with pay (a facet of job satisfaction) when treated as an institutional concern and appropriately dealt with could curb corruption in the public sector. Research limitations/implications Based on these findings, the study recommends that leaders in Ghana’s public sector (both political and administrative) must exhibit qualities of transformational leaders to foster individual and organisational growth as a means to curb corruption in the sector. The study also recommends that training programmes be organised for leaders to equip them with the needed knowledge and practice of transformational leadership. Furthermore, the study recommends that further studies could be done by other researchers on the training programmes that could be useful in equipping these leaders, as well as how and when to organise these programmes. Originality/value The study is novel in that it demonstrates the relevance of integrating individual and organisational goals through the application of the transformational leadership concept as a tool for reducing corruption in Ghana’s public sector.
Language Change
Conceptual framework
Cite
Citations (9)
The aim of this research is to explore the extent to which employees establish attachment bonds with their leaders and the effects these bonds have on organizational outcomes. A sample of 225 participants reported on their supervisor's leadership style (transformational, transactional, or passive-avoidant), their attachment bonds to this supervisor (anxious or avoidant), and four organizational variables (subordinate's satisfaction, identification with the organization, extra effort, and perceived leadership effectiveness). Results, analyzed using a Partial Least Squares (PLS) approach, indicated that (a) transformational leadership was negatively associated with employees' insecure (anxious or avoidant) attachment to their leader; (b) passive/avoidant leadership was positively associated with subordinates' insecure attachment to their leader; (c) transactional leadership was positively associated with employee's anxious attachment but not with their avoidant attachment; (d) avoidant, but not anxious, attachment to the leader was negatively associated with employee satisfaction, perceived leader effectiveness, employee's extra effort, and organizational identification.
Supervisor
Organizational identification
Cite
Citations (19)
For any organization leadership is one of the key factors that plays an important role in determining its success or failure. And both corporate as well as public sector banks are no exceptions. The leadership styles of these organizations play a very important role in constructing the goal and vision, formulation of strategies and resolution of ways to achieve those goals. There are various leadership styles which are opted by these banks, so that they can sustain and develop in this competitive environment. This includes styles such as transformational, Bureaucratic, autocratic and participative etc. Although the basic structure of these leadership styles chosen by both public sector as well as corporate sector banks remain the same. There are certain differences which are observed in leadership styles used by these two types of organizations. Analyzing these differences is very crucial for contemplating the impacts of these on the overall performance of the organization. The study had considered sample of 200 respondents (bank employees) to know the impact of leadership style on organizational performance in private and public sectors Banks and concludes that there is a significant difference in impact of leadership style on organizational performance in private and public sectors Banks.
Bureaucracy
Organizational Effectiveness
Autocracy
Cost leadership
Management styles
Cite
Citations (1)
Бұл зерттеужұмысындaКaно моделітурaлы жәнеоғaн қaтыстытолықмәліметберілгенжәнеуниверситетстуденттерінебaғыттaлғaн қолдaнбaлы (кейстік)зерттеужүргізілген.АхметЯссaуи университетініңстуденттеріүшін Кaно моделіқолдaнылғaн, олaрдың жоғaры білімберусaпaсынa қоятынмaңыздытaлaптaры, яғнисaпaлық қaжеттіліктері,олaрдың мaңыздылығытурaлы жәнесaпaлық қaжеттіліктерінеқaтыстыөз университетінқaлaй бaғaлaйтындығытурaлы сұрaқтaр қойылғaн. Осы зерттеудіңмaқсaты АхметЯсaуи университетіндетуризмменеджментіжәнеқaржы бaкaлaвриaт бaғдaрлaмaлaрыныңсaпaсынa қaтыстыстуденттердіңқaжеттіліктерінaнықтaу, студенттердіңқaнaғaттaну, қaнaғaттaнбaу дәрежелерінбелгілеу,білімберусaпaсын aнықтaу мен жетілдіружолдaрын тaлдaу болыптaбылaды. Осы мaқсaтқaжетуүшін, ең aлдыменКaно сaуaлнaмaсы түзіліп,116 студенткеқолдaнылдыжәнебілімберугежәнеоның сaпaсынa қaтыстыстуденттердіңтaлaптaры мен қaжеттіліктерітоптықжұмыстaрaрқылыaнықтaлды. Екіншіден,бұл aнықтaлғaн тaлaптaр мен қaжеттіліктерКaно бaғaлaу кестесіменжіктелді.Осылaйшa, сaпa тaлaптaры төрт сaнaтқa бөлінді:болуытиіс, бір өлшемді,тaртымдыжәнебейтaрaп.Соңындa,қaнaғaттaну мен қaнaғaттaнбaудың мәндеріесептелдіжәнестуденттердіңқaнaғaттaну мен қaнaғaттaнбaу деңгейлерінжоғaрылaту мен төмендетудеосытaлaптaр мен қaжеттіліктердіңрөліaйқын aнықтaлды.Түйінсөздер:сaпa, сaпaлық қaжеттіліктер,білімберусaпaсы, Кaно моделі.
Cite
Citations (0)
Leadership has proved itself to be an interesting topic for researchers. Numerous investigators have studied leadership style in different cultures, organizational settings and occupational levels. Nevertheless, it was rarely examined among teaching staff or faculty members of higher education institutes. The early studies focused on the personalities of the leaders or on their behavior. More recent studies are focusing on a full range of leadership styles, transformational, transactional and passive/avoidant. The current study seeks to determine the leadership style of full time teaching staff employed by public as well as the private higher education institutes. The data was collected through a self-administered questionnaire called Multifactor Leadership Questionnaire (MLQ) from 265 university employees in all. The results revealed that the public sector teaching staff is more transformational than private sector while transactional and passive/avoidant leadership style is more practiced in private sector. Although there are differences in public and private sector yet they are not statistically significant. Implications have been discussed for policy makers and education administrators specifically to develop their faculty for a challenging future. Guidelines for future research have also been provided.
Personality psychology
Cite
Citations (82)
The nationally-recognized Susquehanna
Chorale will delight audiences of all
ages with a diverse mix of classic and
contemporary pieces. The ChoraleAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂA¢AÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂs
performances have been described
as AÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂA¢AÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂemotionally unfiltered, honest
music making, successful in their
aim to make the audience feel,
to be moved, to be part of the
performance - and all this while
working at an extremely high
musical level.AÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂA¢AÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂA Experience choral
singing that will take you to new
heights!
Cite
Citations (0)