Volume 4, Issue 1 (1-2019)                   hrjbaq 2019, 4(1): 38-46 | Back to browse issues page


XML Persian Abstract Print


Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:

Alidadi A, Zaboli R. Evaluation of Effective Components on Transformational Leadership in Managers of an Iranian Hospital from Perspective of Employee; an Analytical Study. hrjbaq. 2019; 4 (1) :38-46
URL: http://hrjbaq.ir/article-1-219-en.html
Health Management Research Center, Baqiyatallah University of Medical Sciences, Tehran, Iran , (rouhollah.zaboli@gmail.com)
Abstract:   (206 Views)

Introduction: Today, traditional management and leadership will not respond to bumpy and unpredictable healthcare organizations. A transformative leadership with an appropriate and efficient approach can make the strongest of the weakest organizations. The purpose of this study was to assess the transformational leadership indicators in the managers of a military hospital from the perspective of its employees.
Materials and Methods: This study was descriptive-analytic and in terms of its purpose was practical. The statistical population of this study was all employees of the selected military hospital in 2016 which selected randomly. Data collected using standard questionnaire of Castiglione and then analyzed using SPSS 20 software, ANOVA, t-test and correlation coefficient methods.
Results: The findings showed that the lowest mean of evaluated variables was related to the managerial attributes associated with charismatic management (21.11 ± 5.22), and higher mean value was in the components of managerial attributes related to intellectual motivation in the employees (75/28.34 ± 6.8). Also, the results of ANOVA showed that there was a significant relationship between the components of charismatic features and place of work and the age groups of employees as well as between the components of managerial characteristics related to charismatic management and evolving facilitator management features with previous history of management of staff and place of service (P<0.05).
Conclusion: Considering that the most important factor in the evolutionary leadership of the managers in the military hospital is the characteristics associated with mental stimulation in the staff, it is now suggested that hospital managers provide new initiatives to evaluate staff and create an enterprise-based culture of continuous improvement, staffing encourages the development of new skills and rapid adaptation to change, in order to improve the field of health promotion and effectiveness.


Full-Text [PDF 511 kb]   (75 Downloads)    
Type of Study: Research | Subject: General
Received: 2018/02/10 | Revised: 2019/03/9 | Accepted: 2019/03/2 | ePublished ahead of print: 2019/03/2 | Published: 2019/03/2

References
1. Bracing M, Tabrizi J. Case management approaches to improve the province's health system. First Student Congress of Clinical governance and continuous quality improvement; Tabriz Tabriz University of Medical Sciences; 2012.
2. Burke W. Organization change. Theory and practice: Sage Publications; 2013.
3. Lojić R, Đurić N. Organizational change management. Vojno delo. 2011;63(2):307-28.
4. Ionescu E, Dragomiroiu R, Hurloiu L, Rosca P. Principles Of Change Management. Economy And Sociology: Theoretical And Scientifical Journal. 2014 1:137-42.
5. Amozad M, Eskandari R. Evaluate the relationship between transformational leadership and knowledge sharing(Case study: Mazandaran Province Gas Company). 3th Executive MBA Conference; Tehran2012.
6. Nijstad BA, Berger-Selman F, De Dreu CK. Innovation in top management teams: Minority dissent, transformational leadership, and radical innovations. European J work & organiz psycho. 2014;23(2):310-22.
7. Emery CR, Barker KJ. The effect of transactional and transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel. J organiz culture, communicat & conflict. 2007;11(1):77.
8. Luo C-M, Chang H-F. SME competitive strategy: learning from Taiwan's ODM industry. Business Strategy Series. 2011;12(3):107-14.
9. Mvrhd G, Griffin R. Organizational Behavior. Tehran: Morvarid Publication; 2011.
10. Robbins PS. Principles of Organizational Behavior. Tehran: Publications Office of Cultural Research; 2009.
11. Golmohammadi E, Kafcheh P, Panah H. Style of leadership and strategic thinking at the organizational level. Strategic Management Studies. 2014;4(15).
12. Zhao H, Seibert SE, Lumpkin GT. The relationship of personality to entrepreneurial intentions and performance: A meta-analytic review. J management. 2010;36(2):381-404.
13. Burnes B. Managing change: A strategic approach to organisational dynamics: Pearson Education; 2004.
14. Elshout R, Scherp E, van der Feltz-Cornelis CM. Understanding the link between leadership style, employee satisfaction, and absenteeism: a mixed methods design study in a mental health care institution. Neuropsychiatr Dis Treat. 2013;9:823-37. DOI: 10.2147/NDT.S43755 PMID: 23818784
15. Luo CM, Chang HF. SME competitive strategy: learning from Taiwan's ODM industry. Business Strategy Series. 2011;12(3):107-14.
16. Godarzvand M. Transformational leadership a new approach to the organization of the successful Scientific Management. 2010;1(1):12-6.
17. Kheirandish M. The Relationship between Transformational Leadership Style and Performance Improvement among Teachers: A Case Study. Research J of Recent Scie. 2014.
18. Khoshnejad Firouz N, Faraji Khiavi F, Zahednejad S, Haghighi Zadeh M. [The correlation between transformational leadership and organizational justice from perspective of personnel of rehabilitation clinics in Ahvaz hospitals]. J Health Promot Manag. 2015;4(4):64-74.
19. Moghadam Y, Abbaspoor J. Meta-analysis studies the relationship between transformational leadership and organizational citizenship behavior in organizations in Iran. Scientific periodical - Management Studies (improvement and transformation). 2015;23(77):152-25.
20. Ardalan M, Ghanbari S, Zandi K. [The mediating role of employee participation in the relationship between transformational leadership and organizational readiness for change. Scientific periodical - Management Studies (improvement and transformation)]. 2015;23(77):99-123.
21. Taji Z, Bordbar G. The relationship between transformational leadership and human resource agility. J Res in Human Resource Manage Univ of Imam Hussein 2015;7(2):153-77.
22. Farshid S, Davoudabadi Z, Sadeghi A. Examine the personality characteristics of teachers with their leadership style. J Nurs Manag. 2015;4(1).
23. Neshan F, Naji S. Relationship uncertainty in decision making and job characteristics of nursing managers. J Nurs Manage. 2015;4(1).
24. Mohammad F, Javadi S. The impact on productivity of labor in the hospital martyr character traits entrepreneurs Yazd. Healthcare Management. 2015;5(4):55-62.
25. Taheri Y, Mohammadi J, Nia S. Examining the relationship between transformational leadership and organizational citizenship behavior, according to the interventionist role of empowerment. J Public Administr. 2014;6(4):789-69.
26. Nourshahi N. The consequences of the relationship between leadership and transformational leadership style dimensions Heads of universities and higher education institutes in Tehran. Journal of Psychology and Educational Studies Ferdowsi University of Mashhad. 2010;10(3):163-76.

Add your comments about this article : Your username or Email:
CAPTCHA code

Send email to the article author


© 2019 All Rights Reserved | Health Research Journal

Designed & Developed by : Yektaweb