This document summarizes a literature review on the effects of leadership styles on team motivation. It discusses theories of motivation and defines team motivation in the context of the healthcare sector. It then outlines Kurt Lewin's three classical leadership styles of democratic, authoritarian, and laissez-faire. The document also introduces the concept of dynamic leadership as an adaptive style that can adjust based on the team. Overall, the literature review examines the relationship between leadership styles and team motivation in healthcare organizations.
This document summarizes a literature review on discovering healthcare managers' perceptions of empowerment. It discusses how empowerment has traditionally been studied from employees' perspectives but not managers'. The literature review found that empowerment plays a role in job satisfaction and performance. Leadership and organizational culture also impact perceptions of empowerment. However, managers' own views of empowerment and how it affects their ability to empower staff are missing from research. The review recommends future research should explore healthcare managers' perceptions of empowerment and experiences empowering employees.
This document discusses leadership in healthcare and clinical leadership. It begins by defining clinical leadership and noting its increasing usage in recent decades. It then discusses how clinical leadership grew from opposition to New Public Management approaches in healthcare and a push for more collaborative models of leadership. The document goes on to examine the importance of clinical leadership for improving patient care and outcomes through influencing staff and facilitating organizational goals. It stresses that effective clinical leadership requires interpersonal skills, a commitment to lifelong learning, and an ability to navigate complex healthcare systems and environments.
Running head DUPLANTIERMDHA7008-2 1DUPLA.docxjeanettehully
This document provides instructions for a signature assignment in a doctoral research methods course. Students are asked to submit a 2-3 page project premise outlining their proposed applied doctoral project topic, including the problem statement, research questions, methodology, and references. They must also submit an updated annotated bibliography of 7-10 references, of which only 3 can be from a previous assignment. The premise and annotated bibliography should be submitted together in the course Dropbox and a copy of the premise should be emailed to the Assistant Dean to ensure appointment of a project committee chair and subject matter expert.
Unit I 1Unit I 4Literature Review Effective Lead.docxmarilucorr
Unit I 1
Unit I 4
Literature Review: Effective Leadership Strategies used in Healthcare Leaders
Advanced Health Care Management
Columbia Southern University
LaTonya Whitaker
February 7, 2017
Literature Review
According to Madden (2013), effective leaders in healthcare organizations lead by example. Since everything they do or say is often subject to intense scrutiny, they conduct their action, decisions and personality set a tone for the entire healthcare organization. They do this while knowing that almost every employee looks up to them as a role model. Also, effective leaders encourage participation and inclusion since they acknowledge that good ideas can come from anyone. It also a good way to encourage learning from other practitioners. Madden (2013) further states that by creating an environment that fosters participation the, the leaders can construct a broader channel of creating thinking.
Effective leaders in healthcare have a habit of being empathetic and more than often exhibit the tendencies common in spiritual leadership by tapping into their emotional character (Sweeney and Fry, 2012). They can understand their subordinates character and provide a grace period for improvement. For instance, not all gaffes are punishable. However, repeats are subject to confrontation. It is, therefore, accurate to state that they also have a limit. They also practice emotional intelligence alongside showing empathy that allows them to regulate their emotions in a way that it will not interfere with prudent decision-making. The endeavor thus makes them able to bypass emotions and guide them to make rational decisions using sensitive information (Sweeney and Fry, 2012).
According to West et al., (2011), effective leaders in healthcare engage staff in all forums which in turn promotes organizational productivity either in patient outcomes, safety, and quality of healthcare. One way that effective leaders use to engage their staff is through the utilization of the performance appraisal process. West et al., (2011) states that performance appraisals help staff members in improving how well they perform their duties as well as makes them feel valued by their leaders. It is also instrumental in setting objectives of their work. Therefore positive healthcare outcomes become achievable using a leading strategy that encourages engagement.
San Park and Hyun Kim (2009) implore that effective leaders create and use organizational culture as a means to drive in desired outcomes in a healthcare setting. The leaders acknowledge that for quality to be achieved there has to be a direction, arrangement and set objectives that require realization. The acknowledgment, therefore, drives leaders to create inspiring visions at every operationalized level. It also shows them the need to design clear and aligned objectives for all levels and departments. Thus once a culture created based on these attributes adheres to the institution can credit itself to ...
At least 2 citations. APA 7TH EditionResponse 1. TITop.docxcockekeshia
At least 2 citations. APA 7TH Edition
Response 1. TI
Top of Form
Dr. Joubert and colleagues, the study of leadership has developed, giving forth new theories and structures that explore the description of what it means to be a leader, and how to carry out the same effect. It would be pragmatic to note that one is not made a leader by a job title but through practical impact in. The situational theory is one such theory that can be effective in the medical field. This theory, often referred to as the Hersey-Blanchard situational leadership theory, suggests that no single leadership theory style is the best. However, Researchers and developers of leadership theories have not agreed on the leadership theories (Duggan et al., 2015)
.
Nursing leadership is a multidimensional concept. The nursing profession involves role model leaders that can transform their environment and leading their teams to succeed by overcoming obstacles. Situational leadership requires the leader to transform their leadership style to meet the followers' leadership needs (Marshall & Broome, 2017). Developing a single satisfying leadership theory has become problematic due to these phenomena. Leadership style has a direct impact on the quality of care administered by the nurse team. The leadership style defines the quality of the relationship between the leader and the followers and sets the tone and mood of the work environment (Laureate Education, 2018).
Our director of nursing practice a contingency leadership style. Aware of the different dispositions on our team, she treats each nurse based on their abilities and needs. At times, she exercises Laissez-fair leadership, dictatorial, transformational, democratic, and other transformational styles. I was amazed by the approach. It helped to manage the team. For instance, the recalcitrant nurse received warnings, punishment for mistakes, and reward for an excellent performance. These restrained her actions and caused her to develop positive behaviors and care towards patients.
In Addition to the application of situational leadership style, she had leadership characteristics such as charisma, honesty, communication skills, creativity, innovativeness, decision-making, and integrity. Combination of the style and the qualities facilitated leading our team initiatives. to create a leader that we were all revered. According to Calderon-Mafud and Pando-Moreno (2018), organizations experience cultures of flexibility, social support, innovation, an also increased personal confidence, and openness to change. Furthermore, the implementation of an authentic leadership style mostly behaved as a middleman in the organization as it increased work productivity, helped implement staff engagement, and improving job satisfaction.
References
Calderon-Mafud, J. L., & Pando-Moreno, M. (2018). Role of authentic leadership in
organizational socialization and work engagement among workers.
Psychology
, 9, 46-62. doi:10.4236/psych.2018.91.
A proposal that establishing a well-articulated organizational culture with engaging employees and effective leaders is essential to achieving and enhancing employee’s psychological health and workplace safety.
Head nurses ' job demands and resources and its relationship withAlexander Decker
The document discusses a study that examined the relationship between head nurses' job demands and resources, and their level of work engagement. A descriptive correlation design was used to study 179 head nurses across four hospitals. Three tools were used to measure job demands, job resources, and work engagement. The results found a statistically significant correlation between head nurses' job demands-resources and their work engagement. Specifically, job resources like performance feedback, growth opportunities, organizational support, and job control were predictors of higher work engagement. The study concluded that providing head nurses with adequate job resources is important for promoting their work engagement.
This chapter reviews literature on factors that affect the performance of nursing staff. It discusses individual factors like motivation, perceptions and work experience. Organizational factors include management support, communication, and working conditions. Social factors involve community expectations and cultural values. Theoretical frameworks identify these factors and their influence on performance. The review forms a performance model to guide the study in developing strategies to enhance nursing staff performance.
This document summarizes a literature review on discovering healthcare managers' perceptions of empowerment. It discusses how empowerment has traditionally been studied from employees' perspectives but not managers'. The literature review found that empowerment plays a role in job satisfaction and performance. Leadership and organizational culture also impact perceptions of empowerment. However, managers' own views of empowerment and how it affects their ability to empower staff are missing from research. The review recommends future research should explore healthcare managers' perceptions of empowerment and experiences empowering employees.
This document discusses leadership in healthcare and clinical leadership. It begins by defining clinical leadership and noting its increasing usage in recent decades. It then discusses how clinical leadership grew from opposition to New Public Management approaches in healthcare and a push for more collaborative models of leadership. The document goes on to examine the importance of clinical leadership for improving patient care and outcomes through influencing staff and facilitating organizational goals. It stresses that effective clinical leadership requires interpersonal skills, a commitment to lifelong learning, and an ability to navigate complex healthcare systems and environments.
Running head DUPLANTIERMDHA7008-2 1DUPLA.docxjeanettehully
This document provides instructions for a signature assignment in a doctoral research methods course. Students are asked to submit a 2-3 page project premise outlining their proposed applied doctoral project topic, including the problem statement, research questions, methodology, and references. They must also submit an updated annotated bibliography of 7-10 references, of which only 3 can be from a previous assignment. The premise and annotated bibliography should be submitted together in the course Dropbox and a copy of the premise should be emailed to the Assistant Dean to ensure appointment of a project committee chair and subject matter expert.
Unit I 1Unit I 4Literature Review Effective Lead.docxmarilucorr
Unit I 1
Unit I 4
Literature Review: Effective Leadership Strategies used in Healthcare Leaders
Advanced Health Care Management
Columbia Southern University
LaTonya Whitaker
February 7, 2017
Literature Review
According to Madden (2013), effective leaders in healthcare organizations lead by example. Since everything they do or say is often subject to intense scrutiny, they conduct their action, decisions and personality set a tone for the entire healthcare organization. They do this while knowing that almost every employee looks up to them as a role model. Also, effective leaders encourage participation and inclusion since they acknowledge that good ideas can come from anyone. It also a good way to encourage learning from other practitioners. Madden (2013) further states that by creating an environment that fosters participation the, the leaders can construct a broader channel of creating thinking.
Effective leaders in healthcare have a habit of being empathetic and more than often exhibit the tendencies common in spiritual leadership by tapping into their emotional character (Sweeney and Fry, 2012). They can understand their subordinates character and provide a grace period for improvement. For instance, not all gaffes are punishable. However, repeats are subject to confrontation. It is, therefore, accurate to state that they also have a limit. They also practice emotional intelligence alongside showing empathy that allows them to regulate their emotions in a way that it will not interfere with prudent decision-making. The endeavor thus makes them able to bypass emotions and guide them to make rational decisions using sensitive information (Sweeney and Fry, 2012).
According to West et al., (2011), effective leaders in healthcare engage staff in all forums which in turn promotes organizational productivity either in patient outcomes, safety, and quality of healthcare. One way that effective leaders use to engage their staff is through the utilization of the performance appraisal process. West et al., (2011) states that performance appraisals help staff members in improving how well they perform their duties as well as makes them feel valued by their leaders. It is also instrumental in setting objectives of their work. Therefore positive healthcare outcomes become achievable using a leading strategy that encourages engagement.
San Park and Hyun Kim (2009) implore that effective leaders create and use organizational culture as a means to drive in desired outcomes in a healthcare setting. The leaders acknowledge that for quality to be achieved there has to be a direction, arrangement and set objectives that require realization. The acknowledgment, therefore, drives leaders to create inspiring visions at every operationalized level. It also shows them the need to design clear and aligned objectives for all levels and departments. Thus once a culture created based on these attributes adheres to the institution can credit itself to ...
At least 2 citations. APA 7TH EditionResponse 1. TITop.docxcockekeshia
At least 2 citations. APA 7TH Edition
Response 1. TI
Top of Form
Dr. Joubert and colleagues, the study of leadership has developed, giving forth new theories and structures that explore the description of what it means to be a leader, and how to carry out the same effect. It would be pragmatic to note that one is not made a leader by a job title but through practical impact in. The situational theory is one such theory that can be effective in the medical field. This theory, often referred to as the Hersey-Blanchard situational leadership theory, suggests that no single leadership theory style is the best. However, Researchers and developers of leadership theories have not agreed on the leadership theories (Duggan et al., 2015)
.
Nursing leadership is a multidimensional concept. The nursing profession involves role model leaders that can transform their environment and leading their teams to succeed by overcoming obstacles. Situational leadership requires the leader to transform their leadership style to meet the followers' leadership needs (Marshall & Broome, 2017). Developing a single satisfying leadership theory has become problematic due to these phenomena. Leadership style has a direct impact on the quality of care administered by the nurse team. The leadership style defines the quality of the relationship between the leader and the followers and sets the tone and mood of the work environment (Laureate Education, 2018).
Our director of nursing practice a contingency leadership style. Aware of the different dispositions on our team, she treats each nurse based on their abilities and needs. At times, she exercises Laissez-fair leadership, dictatorial, transformational, democratic, and other transformational styles. I was amazed by the approach. It helped to manage the team. For instance, the recalcitrant nurse received warnings, punishment for mistakes, and reward for an excellent performance. These restrained her actions and caused her to develop positive behaviors and care towards patients.
In Addition to the application of situational leadership style, she had leadership characteristics such as charisma, honesty, communication skills, creativity, innovativeness, decision-making, and integrity. Combination of the style and the qualities facilitated leading our team initiatives. to create a leader that we were all revered. According to Calderon-Mafud and Pando-Moreno (2018), organizations experience cultures of flexibility, social support, innovation, an also increased personal confidence, and openness to change. Furthermore, the implementation of an authentic leadership style mostly behaved as a middleman in the organization as it increased work productivity, helped implement staff engagement, and improving job satisfaction.
References
Calderon-Mafud, J. L., & Pando-Moreno, M. (2018). Role of authentic leadership in
organizational socialization and work engagement among workers.
Psychology
, 9, 46-62. doi:10.4236/psych.2018.91.
A proposal that establishing a well-articulated organizational culture with engaging employees and effective leaders is essential to achieving and enhancing employee’s psychological health and workplace safety.
Head nurses ' job demands and resources and its relationship withAlexander Decker
The document discusses a study that examined the relationship between head nurses' job demands and resources, and their level of work engagement. A descriptive correlation design was used to study 179 head nurses across four hospitals. Three tools were used to measure job demands, job resources, and work engagement. The results found a statistically significant correlation between head nurses' job demands-resources and their work engagement. Specifically, job resources like performance feedback, growth opportunities, organizational support, and job control were predictors of higher work engagement. The study concluded that providing head nurses with adequate job resources is important for promoting their work engagement.
This chapter reviews literature on factors that affect the performance of nursing staff. It discusses individual factors like motivation, perceptions and work experience. Organizational factors include management support, communication, and working conditions. Social factors involve community expectations and cultural values. Theoretical frameworks identify these factors and their influence on performance. The review forms a performance model to guide the study in developing strategies to enhance nursing staff performance.
Examining Emotional Intelligence as A Precursor of Transformational Leadershi...journal ijrtem
ABSTRACT: Following the notion that transformational leadership is a solution to many leadership problems and creates valuable positive change in followers, this study examined emotional Intelligence as a precursor of transformational leadership among nursing professionals in Ghana. The overall as well as the individual effects of the sub-dimensions of emotional intelligence on a leader’s exhibition of transformational leadership behavior were examined. Evidence of such links would be considerable for Ghanaian healthcare providers in their quest to find potential nurse leaders to train, so as not to dwell highly on the seniority criterion in the selection of leaders. Thus, 80 leaders and their corresponding subordinates were selected conveniently. A quantitative approach of research was used and a detailed statistical analysis revealed that, nurse leaders from the selected hospitals exhibited an average transformational leadership behavior. Also, others’ emotion appraisal, a sub-dimension of the emotional intelligence construct had the most variance in transformational leadership behavior. Based on the findings, when leaders are trained to be emotionally intelligent and the skills are fostered, they are more likely to exhibit transformational leadership behaviors which will further result in organizational effectiveness and follower satisfaction. Recommendations, Limitations and areas for further studies were discussed.
Horizontal and vertical organizations nursing leadership essay example.docxbkbk37
Horizontal and vertical organizations refer to different approaches in structuring nursing leadership. Horizontal organizations flatten hierarchies and encourage collaboration across levels, while vertical organizations follow a top-down structure with clear roles and leadership concentrated at the top. Traditionally, healthcare has utilized horizontal structures more, but structures are becoming more flexible. Regardless of the specific structure, the goal is to align personnel, roles, operations, and leadership to address issues like workforce engagement and adapt to changing environments. Both horizontal and vertical structures can facilitate effective nursing leadership and organizational functioning.
Study on the Impact of Organizational Culture on Employee Motivation in a Ste...anoop_g
In this competitive world, every organization is striving hard for survival. In order to withstand the competition, an organization needs to have a strong organizational culture and motivational programmes. These factors directly reflect on the success, growth and performance level of the organization. This study conducted at Steel and Industrial Forgings Company Limited, a Public Sector Enterprise, is aimed at understanding the impact of organizational culture on employee motivation. Though several researches have been conducted in this field, this study envisages to further discover the impact of various variables on organizational culture and employee motivation. For data collection of the study, a detailed questionnaire was prepared which covered various aspects of organization culture, motivation, interpersonal relationship, leadership, promotion and incentive practices, and communication. The questionnaire was distributed randomly among employees. The findings were systematically analyzed and conclusion was arrived at and based on the finding’s suggestions were also made.
Study on the Impact of Organizational Culture on Employee Motivation in a Ste...anoop_g
In this competitive world, every organization is striving hard for survival. In order to withstand the competition, an organization needs to have a strong organizational culture and motivational programmes. These factors directly reflect on the success, growth and performance level of the organization. This study conducted at Steel and Industrial Forgings Company Limited, a Public Sector Enterprise, is aimed at understanding the impact of organizational culture on employee motivation. Though several researches have been conducted in this field, this study envisages to further discover the impact of various variables on organizational culture and employee motivation. For data collection of the study, a detailed questionnaire was prepared which covered various aspects of organization culture, motivation, interpersonal relationship, leadership, promotion and incentive practices, and communication. The questionnaire was distributed randomly among employees. The findings were systematically analyzed and conclusion was arrived at and based on the finding’s suggestions were also made.
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
11.impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by several key factors, including trust, coordination among teams, knowledge sharing, and training. These factors are said to considerably control the level of coworker support within an organizational culture. The document reviews previous studies on organizational culture, coworker support, knowledge sharing, trust, and other related topics to justify and support the proposed conceptual model.
Among other resources of organizations, Human Resource is the most critical one that makes a difference in an organization’s performance. For employees to work for an organization with interest and commitment, it is true that organizations should place an effective Human Resource Management system in practice. Sound Human Resources Management practices are essential for retaining effective professionals in Hospitals. Given the recruitment and retention reality of health workers in the twenty-first century, the role of Human Resource Management in hospitals should not be underestimated. Health care is now an upcoming field. Modern hospitals, which provide the latest medical facilities, now employ thousands of personnel including medical, paramedical and support staff.
Organizational Behavior Management:
Submitted to:
Submitted by:
Course code:
Assignment number:
Date:
Contents
Introduction 2
Explain why the increase in the manager’s use of group behavior-based feedback is important. 2
Significance of communication for quality of services 2
Past problems 3
Reason of problems 3
Propose intervention strategies the group leader can use to enhance the group effectiveness. 4
Feedback of employees 4
Feedback of patients 4
Explain the motivational theory applicable to sustain the four results listed in the case study. 5
Discussion 5
Conclusion 6
Bibliography 7
Organizational Behavior ManagementIntroduction
This case study is about a hospital, where the employees of the hospital, like doctors, nurses and any other medical staff have to deal with the patients. Normally the patients should be given the required level of consideration for which they have selected the hospital should. Management should also be concerned about the quality of the services which the medical staff of the hospital is delivering to the patients. In this hospital, there was a research which was conducted in order to evaluate the quality of the services which the hospital has delivered to the patients. It was found that the employee of the hospital were not delivering the services of optimal level to the patients. The patients have mentioned in their feedback that they have some concerns and doubts in their mind about the role of management and the commitment of the employees of the hospital with their jobs. The patients were not satisfied from the attitude of the management and the quality of services at hospitalExplain why the increase in the manager’s use of group behavior-based feedback is important.Significance of communication for quality of services
The quality of the services in the hospital can be improved by ensuring that all the communication channels in the organization are operating effectively and efficiently and there is no distortion in the flow of the information through these channels of communication from one medium to the other medium. The communication in an organization might be of different types. There might be the formal communication inside the organization while on the other hand there might be the informal communication in an organization. These two classes of the communication can be sub categorized in to the verbal communication and nonverbal communication (Griffin, 2011).
Many other factors can also play core role in ensuring the efficiency and the effectiveness of the communication system inside an organization. One factor which can be ignored while evaluating the results of this study is the “structure of the organizations”. There might be centralized structure in an organization while on the other hand their might be decentralized structure of an organization. The chain of communication in the centralization system might be long while on the other hand the length of the chain of the communication .
This document summarizes a study that examined how healthcare managers perceive employee empowerment in their work. The study used interviews to understand managers' perspectives on empowerment and how it influences their ability to achieve goals and retain staff. Key findings included that managers saw empowerment as influenced by public demands, opportunities for professional growth, and their own personal feelings. The study provided insight into how managers view empowerment and its role in their job performance.
From a blame culture to a just culturein health careNare.docxbudbarber38650
From a blame culture to a just culture
in health care
Naresh Khatri
Gordon D. Brown
Lanis L. Hicks
Background: A prevailing blame culture in health care has been suggested as a major source of an unacceptably
high number of medical errors. A just culture has emerged as an imperative for improving the quality and
safety of patient care. However, health care organizations are finding it hard to move from a culture of blame
to a just culture.
Purpose: We argue that moving from a blame culture to a just culture requires a comprehensive understanding
of organizational attributes or antecedents that cause blame or just cultures. Health care organizations need
to build organizational capacity in the form of human resource (HR) management capabilities to achieve a
just culture.
Methodology: This is a conceptual article. Health care management literature was reviewed with twin objectives:
(a) to ascertain if a consistent pattern existed in organizational attributes that lead to either blame or just
cultures and (2) to find out ways to reform a blame culture.
Conclusions: On the basis of the review of related literature, we conclude that (a) a blame culture is more likely to
occur in health care organizations that rely predominantly on hierarchical, compliance-based functional
management systems; (b) a just or learning culture is more likely to occur in health organizations that elicit
greater employee involvement in decision making; and (c) human resource management capabilities play an
important role in moving from a blame culture to a just culture.
Practice Implications: Organizational culture or human resource management practices play a critical role in the
health care delivery process. Health care organizations need to develop a culture that harnesses the ideas and
ingenuity of health care professional by employing a commitment-based management philosophy rather than
strangling them by overregulating their behaviors using a control-based philosophy. They cannot simply wish
away the deeply entrenched culture of blame nor can they outsource their way out of it. Health care
organizations need to build internal human resource management capabilities to bring about the necessary
changes in their culture and management systems and to become learning organizations.
T
he aim of this article is twofold. First, it identifies
a set of organizational attributes that perpetuate
a blame culture and those that foster a just cul-
ture in health care. Specifically, it explores if the blame
culture is inherent in hierarchical, functional structures
that are ubiquitous in health care organizations and if
work systems based on greater involvement of health
care employees or professionals promote a just culture.
October–December � 2009312
Health Care Manage Rev, 2009, 34(4), 312-322
Copyright A 2009 Wolters Kluwer Health | Lippincott Williams & Wilkins
Naresh Khatri, PhD, is Associate Professor, Health Management and Informatics, Unive.
This document provides an abstract and introduction for an exploratory study that examined perceived leadership styles among medical staff at two hospital maternity units in Mali. The study utilized the Multifactor Leadership Questionnaire to survey 76 participants between the two hospitals, measuring their perceptions of transformational, transactional, and laissez-faire leadership styles. The study found perceptions of leadership were consistent with prior research and important for understanding organizational outcomes. The document provides relevant background literature on leadership challenges in African healthcare systems and the importance of transformational leadership.
Perceived Leadership Styles among Key Medical Staff Stakeholders at Two Hospi...DrToutouMoussaDiallo
The purpose of this research project is to examine if there are any differences in the perception of leadership styles in the two different hospitals and among medical hospital leaders versus subordinate medical staff in Mali because there is very little published research on the perception of leadership styles in hospital settings within the sub-Saharan country of Mali.
Leadership Styles of Nursing Home Administrators.docxwrite4
1) The document discusses leadership styles in nursing home administrators and how leadership affects quality of care. It reviews literature on the relationship between nurse management leadership and nurses in critical care units.
2) Transformational leadership is identified as most effective, as it inspires and motivates followers through idealized influence, intellectual stimulation, and individualized consideration. Transactional leadership focuses more on compliance and rewards rather than building creativity and productivity.
3) Inconsistent and laissez-faire leadership is linked to poorer staff relationships, job satisfaction, commitment to clinical research, and overall performance. Transformational leadership promotes workplace safety and positive attitudes through role modeling, challenging expectations, and concern for employee well-being.
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...IAEME Publication
The main objective of this study is to analyze the impact of aspects of Organizational Culture on the Effectiveness of the Performance Management System (PMS) in the Health Care Organization at Thanjavur. Organizational Culture and PMS play a crucial role in present-day organizations in achieving their objectives. PMS needs employees’ cooperation to achieve its intended objectives. Employees' cooperation depends upon the organization’s culture. The present study uses exploratory research to examine the relationship between the Organization's culture and the Effectiveness of the Performance Management System. The study uses a Structured Questionnaire to collect the primary data. For this study, Thirty-six non-clinical employees were selected from twelve randomly selected Health Care organizations at Thanjavur. Thirty-two fully completed questionnaires were received.
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This study examines the relationships between organizational culture, leadership behavior, and job satisfaction among hospital nurses in Taiwan. A questionnaire was distributed to 300 nurses and 200 responses were collected. The results showed that organizational culture was positively correlated with both leadership behavior and job satisfaction. Leadership behavior was also positively correlated with job satisfaction. Specifically:
1) Organizational cultures with shared values and beliefs aligned leadership behavior within the organization.
2) Supportive leadership styles that empowered nurses were linked to higher job satisfaction.
3) Strong organizational cultures that clearly defined expectations improved job satisfaction by helping nurses accomplish their work.
The findings suggest that hospital administrators should focus on cultivating supportive leadership and a co
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Examining Emotional Intelligence as A Precursor of Transformational Leadershi...journal ijrtem
ABSTRACT: Following the notion that transformational leadership is a solution to many leadership problems and creates valuable positive change in followers, this study examined emotional Intelligence as a precursor of transformational leadership among nursing professionals in Ghana. The overall as well as the individual effects of the sub-dimensions of emotional intelligence on a leader’s exhibition of transformational leadership behavior were examined. Evidence of such links would be considerable for Ghanaian healthcare providers in their quest to find potential nurse leaders to train, so as not to dwell highly on the seniority criterion in the selection of leaders. Thus, 80 leaders and their corresponding subordinates were selected conveniently. A quantitative approach of research was used and a detailed statistical analysis revealed that, nurse leaders from the selected hospitals exhibited an average transformational leadership behavior. Also, others’ emotion appraisal, a sub-dimension of the emotional intelligence construct had the most variance in transformational leadership behavior. Based on the findings, when leaders are trained to be emotionally intelligent and the skills are fostered, they are more likely to exhibit transformational leadership behaviors which will further result in organizational effectiveness and follower satisfaction. Recommendations, Limitations and areas for further studies were discussed.
Horizontal and vertical organizations nursing leadership essay example.docxbkbk37
Horizontal and vertical organizations refer to different approaches in structuring nursing leadership. Horizontal organizations flatten hierarchies and encourage collaboration across levels, while vertical organizations follow a top-down structure with clear roles and leadership concentrated at the top. Traditionally, healthcare has utilized horizontal structures more, but structures are becoming more flexible. Regardless of the specific structure, the goal is to align personnel, roles, operations, and leadership to address issues like workforce engagement and adapt to changing environments. Both horizontal and vertical structures can facilitate effective nursing leadership and organizational functioning.
Study on the Impact of Organizational Culture on Employee Motivation in a Ste...anoop_g
In this competitive world, every organization is striving hard for survival. In order to withstand the competition, an organization needs to have a strong organizational culture and motivational programmes. These factors directly reflect on the success, growth and performance level of the organization. This study conducted at Steel and Industrial Forgings Company Limited, a Public Sector Enterprise, is aimed at understanding the impact of organizational culture on employee motivation. Though several researches have been conducted in this field, this study envisages to further discover the impact of various variables on organizational culture and employee motivation. For data collection of the study, a detailed questionnaire was prepared which covered various aspects of organization culture, motivation, interpersonal relationship, leadership, promotion and incentive practices, and communication. The questionnaire was distributed randomly among employees. The findings were systematically analyzed and conclusion was arrived at and based on the finding’s suggestions were also made.
Study on the Impact of Organizational Culture on Employee Motivation in a Ste...anoop_g
In this competitive world, every organization is striving hard for survival. In order to withstand the competition, an organization needs to have a strong organizational culture and motivational programmes. These factors directly reflect on the success, growth and performance level of the organization. This study conducted at Steel and Industrial Forgings Company Limited, a Public Sector Enterprise, is aimed at understanding the impact of organizational culture on employee motivation. Though several researches have been conducted in this field, this study envisages to further discover the impact of various variables on organizational culture and employee motivation. For data collection of the study, a detailed questionnaire was prepared which covered various aspects of organization culture, motivation, interpersonal relationship, leadership, promotion and incentive practices, and communication. The questionnaire was distributed randomly among employees. The findings were systematically analyzed and conclusion was arrived at and based on the finding’s suggestions were also made.
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
11.impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by several key factors, including trust, coordination among teams, knowledge sharing, and training. These factors are said to considerably control the level of coworker support within an organizational culture. The document reviews previous studies on organizational culture, coworker support, knowledge sharing, trust, and other related topics to justify and support the proposed conceptual model.
Among other resources of organizations, Human Resource is the most critical one that makes a difference in an organization’s performance. For employees to work for an organization with interest and commitment, it is true that organizations should place an effective Human Resource Management system in practice. Sound Human Resources Management practices are essential for retaining effective professionals in Hospitals. Given the recruitment and retention reality of health workers in the twenty-first century, the role of Human Resource Management in hospitals should not be underestimated. Health care is now an upcoming field. Modern hospitals, which provide the latest medical facilities, now employ thousands of personnel including medical, paramedical and support staff.
Organizational Behavior Management:
Submitted to:
Submitted by:
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Contents
Introduction 2
Explain why the increase in the manager’s use of group behavior-based feedback is important. 2
Significance of communication for quality of services 2
Past problems 3
Reason of problems 3
Propose intervention strategies the group leader can use to enhance the group effectiveness. 4
Feedback of employees 4
Feedback of patients 4
Explain the motivational theory applicable to sustain the four results listed in the case study. 5
Discussion 5
Conclusion 6
Bibliography 7
Organizational Behavior ManagementIntroduction
This case study is about a hospital, where the employees of the hospital, like doctors, nurses and any other medical staff have to deal with the patients. Normally the patients should be given the required level of consideration for which they have selected the hospital should. Management should also be concerned about the quality of the services which the medical staff of the hospital is delivering to the patients. In this hospital, there was a research which was conducted in order to evaluate the quality of the services which the hospital has delivered to the patients. It was found that the employee of the hospital were not delivering the services of optimal level to the patients. The patients have mentioned in their feedback that they have some concerns and doubts in their mind about the role of management and the commitment of the employees of the hospital with their jobs. The patients were not satisfied from the attitude of the management and the quality of services at hospitalExplain why the increase in the manager’s use of group behavior-based feedback is important.Significance of communication for quality of services
The quality of the services in the hospital can be improved by ensuring that all the communication channels in the organization are operating effectively and efficiently and there is no distortion in the flow of the information through these channels of communication from one medium to the other medium. The communication in an organization might be of different types. There might be the formal communication inside the organization while on the other hand there might be the informal communication in an organization. These two classes of the communication can be sub categorized in to the verbal communication and nonverbal communication (Griffin, 2011).
Many other factors can also play core role in ensuring the efficiency and the effectiveness of the communication system inside an organization. One factor which can be ignored while evaluating the results of this study is the “structure of the organizations”. There might be centralized structure in an organization while on the other hand their might be decentralized structure of an organization. The chain of communication in the centralization system might be long while on the other hand the length of the chain of the communication .
This document summarizes a study that examined how healthcare managers perceive employee empowerment in their work. The study used interviews to understand managers' perspectives on empowerment and how it influences their ability to achieve goals and retain staff. Key findings included that managers saw empowerment as influenced by public demands, opportunities for professional growth, and their own personal feelings. The study provided insight into how managers view empowerment and its role in their job performance.
From a blame culture to a just culturein health careNare.docxbudbarber38650
From a blame culture to a just culture
in health care
Naresh Khatri
Gordon D. Brown
Lanis L. Hicks
Background: A prevailing blame culture in health care has been suggested as a major source of an unacceptably
high number of medical errors. A just culture has emerged as an imperative for improving the quality and
safety of patient care. However, health care organizations are finding it hard to move from a culture of blame
to a just culture.
Purpose: We argue that moving from a blame culture to a just culture requires a comprehensive understanding
of organizational attributes or antecedents that cause blame or just cultures. Health care organizations need
to build organizational capacity in the form of human resource (HR) management capabilities to achieve a
just culture.
Methodology: This is a conceptual article. Health care management literature was reviewed with twin objectives:
(a) to ascertain if a consistent pattern existed in organizational attributes that lead to either blame or just
cultures and (2) to find out ways to reform a blame culture.
Conclusions: On the basis of the review of related literature, we conclude that (a) a blame culture is more likely to
occur in health care organizations that rely predominantly on hierarchical, compliance-based functional
management systems; (b) a just or learning culture is more likely to occur in health organizations that elicit
greater employee involvement in decision making; and (c) human resource management capabilities play an
important role in moving from a blame culture to a just culture.
Practice Implications: Organizational culture or human resource management practices play a critical role in the
health care delivery process. Health care organizations need to develop a culture that harnesses the ideas and
ingenuity of health care professional by employing a commitment-based management philosophy rather than
strangling them by overregulating their behaviors using a control-based philosophy. They cannot simply wish
away the deeply entrenched culture of blame nor can they outsource their way out of it. Health care
organizations need to build internal human resource management capabilities to bring about the necessary
changes in their culture and management systems and to become learning organizations.
T
he aim of this article is twofold. First, it identifies
a set of organizational attributes that perpetuate
a blame culture and those that foster a just cul-
ture in health care. Specifically, it explores if the blame
culture is inherent in hierarchical, functional structures
that are ubiquitous in health care organizations and if
work systems based on greater involvement of health
care employees or professionals promote a just culture.
October–December � 2009312
Health Care Manage Rev, 2009, 34(4), 312-322
Copyright A 2009 Wolters Kluwer Health | Lippincott Williams & Wilkins
Naresh Khatri, PhD, is Associate Professor, Health Management and Informatics, Unive.
This document provides an abstract and introduction for an exploratory study that examined perceived leadership styles among medical staff at two hospital maternity units in Mali. The study utilized the Multifactor Leadership Questionnaire to survey 76 participants between the two hospitals, measuring their perceptions of transformational, transactional, and laissez-faire leadership styles. The study found perceptions of leadership were consistent with prior research and important for understanding organizational outcomes. The document provides relevant background literature on leadership challenges in African healthcare systems and the importance of transformational leadership.
Perceived Leadership Styles among Key Medical Staff Stakeholders at Two Hospi...DrToutouMoussaDiallo
The purpose of this research project is to examine if there are any differences in the perception of leadership styles in the two different hospitals and among medical hospital leaders versus subordinate medical staff in Mali because there is very little published research on the perception of leadership styles in hospital settings within the sub-Saharan country of Mali.
Leadership Styles of Nursing Home Administrators.docxwrite4
1) The document discusses leadership styles in nursing home administrators and how leadership affects quality of care. It reviews literature on the relationship between nurse management leadership and nurses in critical care units.
2) Transformational leadership is identified as most effective, as it inspires and motivates followers through idealized influence, intellectual stimulation, and individualized consideration. Transactional leadership focuses more on compliance and rewards rather than building creativity and productivity.
3) Inconsistent and laissez-faire leadership is linked to poorer staff relationships, job satisfaction, commitment to clinical research, and overall performance. Transformational leadership promotes workplace safety and positive attitudes through role modeling, challenging expectations, and concern for employee well-being.
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...IAEME Publication
The main objective of this study is to analyze the impact of aspects of Organizational Culture on the Effectiveness of the Performance Management System (PMS) in the Health Care Organization at Thanjavur. Organizational Culture and PMS play a crucial role in present-day organizations in achieving their objectives. PMS needs employees’ cooperation to achieve its intended objectives. Employees' cooperation depends upon the organization’s culture. The present study uses exploratory research to examine the relationship between the Organization's culture and the Effectiveness of the Performance Management System. The study uses a Structured Questionnaire to collect the primary data. For this study, Thirty-six non-clinical employees were selected from twelve randomly selected Health Care organizations at Thanjavur. Thirty-two fully completed questionnaires were received.
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This study examines the relationships between organizational culture, leadership behavior, and job satisfaction among hospital nurses in Taiwan. A questionnaire was distributed to 300 nurses and 200 responses were collected. The results showed that organizational culture was positively correlated with both leadership behavior and job satisfaction. Leadership behavior was also positively correlated with job satisfaction. Specifically:
1) Organizational cultures with shared values and beliefs aligned leadership behavior within the organization.
2) Supportive leadership styles that empowered nurses were linked to higher job satisfaction.
3) Strong organizational cultures that clearly defined expectations improved job satisfaction by helping nurses accomplish their work.
The findings suggest that hospital administrators should focus on cultivating supportive leadership and a co
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
1. Accelerating the world's research.
THE EFFECTS OF LEADERSHIP
STYLES ON TEAM MOTIVATION
laily zulfa
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Mohammad Almatari, Aladeen Alloubani
Download a PDF Pack of the best related papers
2. Academy of Strategic Management Journal Volume 16, Issue 2, 2017
1 1939-6104-16-2-113
THE EFFECTS OF LEADERSHIP STYLES ON TEAM
MOTIVATION
Dana Al Rahbi, Abu Dhabi University
Khalizani Khalid, Abu Dhabi University
Mehmood Khan, Abu Dhabi University
ABSTRACT
This paper addresses a gap in the literature by exploring the dynamic leadership theory
comprising of the three classical styles-democratic, authoritarian and laissez-faire and their
relationship to team motivation in the context of the healthcare sector of Abu Dhabi.
We review the best-known perspectives in the literature on team motivation and extant
theories of leadership styles with culture as a moderator to the model that is illustrated in the
conceptual framework of this paper.
An overview of theories is suggested in the model, and their impact on team motivation.
Other findings that correlate the leadership styles with team motivation include an
understanding of the style expected to hold true for its importance in employee performance and
retention in the long term.
This paper is the only attempt to date that explores the effects of the four leadership styles
on team motivation.
Keywords: Team Motivation, Dynamic Leadership, Leadership Style, Leadership Theories,
Culture, Healthcare Sector, United Arab Emirates
INTRODUCTION
Research on leadership is becoming increasingly common among healthcare
professionals (Schneider & Somers, 2006; Uhl-Bien & Marion, 2009). Scholars claim that this
perspective is crucial for addressing team motivation in the context of an increasingly turbulent
and rapidly changing healthcare services sector (Lichtenstein & Plowman, 2009; Hanson & Ford,
2010). Moreover, team motivation in knowledge-intense organizations is rarely discussed due to
the complex nature existing between perspectives on leadership and organizational culture in the
healthcare industry (Greenfield, 2007). Hanson & Ford (2010) discussed that the highly complex
networks between bureaucratic organizational structures and leadership conventions interactively
and mutually support the acceleration of organizational outcomes that lead to successful team
motivation (Hanson & Ford, 2010). Enacting effective leadership can drive improvements in
team motivation and greatly benefit the dynamics of organizational culture in health care
practices (Körner et al., 2015).
For healthcare professionals, the challenge in the composition of team motivation is in
overcoming the leadership expectations inherited while maintaining the statusquo in a multi-
professional rehabilitation organization (Strasser et al., 2005). The healthcare industry
representsa set of organisations that are conventionally shaped by the bureaucratic model,
separating organisation of work from delivery of work(Penprase & Norris, 2005; Uhl-Bien et al.,
3. Academy of Strategic Management Journal Volume 16, Issue 2, 2017
2 1939-6104-16-2-113
2007). In other words, leadership is characterised bya top-down approach (Millward & Bryan,
2005; Murphy, 2005) to achieve maximum unit efficiency (Butler, 2008). Therefore,
environments where leadership behavior is constrained by outdated management concepts may
limit critical organizational culture dynamics that facilitate the achievement of positive team
motivation. In other words, health care organizations gained less from spending on the efforts
and resources used for improving the outcomes with the help of traditional leadership methods
(Burns, 2001). In order to improve the outcome, there must be a shift from the traditional
leadership models to modern leadership models.
The healthcare professionals have to meet the changing demands of the patients,
therefore they should focus on catalyzing the process of problem solving, collaboration, team
management, and creativity, among others, to become central to efficacious team motivation.
(Lemieux-Charles & McGuire, 2006). Successful adaptation of multi-disciplinary team
motivation does not necessarily mean organizational restructuring or enhancing an individual’s
professional or managerial skills and competencies. A multi-professional team level involves
professionals of different disciplines who work separately in nature, but work together to achieve
organizational outcomes (Epstein, 2014; Tzenalis & Sotiriadou, 2010). Team motivation in the
healthcare services industry leads complex adaptive organizations through dynamic processes
that require leaders to view both organizations and leadership from different perspectives. Hall
(1999) notes that leaders need to understand the importance of a revolutionary management style
that encompasses changes in behavioral processes, mediated by the dynamic of organisational
culture that affects outcomes. These key causal relations impact the inter-departmental or
environmental boundaries of the healthcare industry. Evidence suggests that leaders must counter
the current leadership styles to understand the behavior of healthcare professionals typically by
transforming the corporate practices by involving the informal leaders. Further, holistic team
motivation can be harnessed by increasing the organizational adaptive capacity (Uhl-Bien et al.,
2007; Schreiber & Carley, 2008; Tsai, 2011; Al-Sawai, 2013).
This paper argues that most studies on team motivation emphasize team work, linking it
to job satisfaction (Korner, 2010; Körner et al., 2015), patient safety (Manser, 2009), team
climate and team efficiency (Poulton & West , 1999). Few studies have investigated the effects
of dynamic leadership on the role of multi-professional team motivation in healthcare
organizations. Earlier research on leadership has produced normative statements on how
leadership should be undertaken (Oliver, 2006; Al-Sawai, 2013). Empirical studies have
focusedon working with individuals (Murphy, 2005; Tsai, 2011) or at a broader organisational
level (Osborn & Hunt, 2007). Leadership style at the multi-professional team level has been
overlooked. Much evidence onorganisational culture in healthcare staff practices, values and
assumptions about their work is available (Körner et al., 2015). However,thesestudies have failed
to appreciate the evolution of organisational systemic dynamics thatchallengeresearch on
organisational culture inhealthcare organizations. Furthermore, it is argued that cultural research
among multi-professionalsin the healthcare setor has been neglected (Körner et al., 2015). It is
necessary to explore how the dynamics of organisation culture determines and/or antecedes
multi-professional team motivation in healthcare organizations. Understanding how to enact
effective leadership and motivating at the multi-professional team level is an important issue,
particularly as teamwork has been shown to be neceassary for providing services in the complex
healthcare industry(Hall, 1999; Negreiros et al., 2017). Multi-professional team motivation in the
healthcare organization requires further empirical research (Leggat, 2007; Tzenalis & Sotiriadou,
2010; Epstein, 2014). This paper presents literature review that address this issues. This study
4. Academy of Strategic Management Journal Volume 16, Issue 2, 2017
3 1939-6104-16-2-113
reports literature that empirically supports the relationship between dynamic leadership and
multi-professional team motivation inhealthcare organizations, as well the mediating effect of the
dynamics of organisational culture in this relationship.
LITERATURE REVIEW
Motivation Theory
Motivation is an essential part of success and business prosperity in the existing dynamic
and competitive market. It comprises of an individual’s internal characteristics and the external
factors that include job factors, individual differences and organizational practices (Gopal &
Chowdhury, 2014).
Motivation is the need for and expectation of work and the different factors in the
workplace that facilitate team motivation (Bahmanabadi, 2015). It is important for managers to
emerge as leaders so that they understand team members’ needs and expectations, which drive
the organization’s culture. Of all the functions that a leader performs, motivating employees is
the most important and complex task (Almansour, 2012). A major reason for this is that team
motivation attributes change constantly. The major factors that motivate employees are fulfilling
of needs, workplace justice, labor expended, employee development programs and policies of
reward and appreciation (Hamidifar, 2009).
Motivation in the healthcare industry can be defined as an individual’s degree of
willingness to exert and maintain the production of effort towards organizational goals.
Motivation is closely associated with aspects such as job satisfaction, which drives people to
perform. Motivating and satisfying healthcare professionals helps to improve the overall
functioning and services of the healthcare system. Healthcare professionals who are poorly
motivated have a negative effect on the entire system and individual facilities (Zachariadou et al.,
2013).
Motivating teams is more challenging than motivating an individual. Very often,
individuals in the team have different beliefs, values and different goals and expectations. A
team can be defined as a collection of individuals who have different skill sets; work together to
achieve goals and help team members to collaboratively apply different skills (Enbom et al.,
2005). It is difficult for a leader to motivate every member of a team based on his or her unique
motivating factor. A single motivation strategy has to be selected for the team so that it can be
motivated effectively (Clark, 2013). Moreover, motivating a team is often challenging as both
intrinsic and extrinsic motivation strategies have to be determined according to the values,
beliefs and thinking of the entire team. There can be both positive and negative personalities in a
team. Positive personalities help individuals to contribute their unique capabilities and potential
effectively (Clark, 2013).
People in the healthcare system may have the expertise, but if they are not motivated,
they will not be able to achieve their potential. With the relevance and importance of the team
increasing in organizations, the focus is shifting from individual motivation to team motivation.
If an individual is motivated in a healthcare organization, this builds trust and motivates others,
thereby improving team motivation levels. Burton (2012) posits that non-financial rewards are
more powerful motivators than financial incentives. These rewards or recognition can be earned
individually or in teams and tend to motivate both teams and individuals. Burton states that
group rewards are more positive as they improve team bonding, along with increasing
productivity. If employees are allowed to work in teams, they get easily motivated. Moreover,
5. Academy of Strategic Management Journal Volume 16, Issue 2, 2017
4 1939-6104-16-2-113
the team is responsible for making important decisions collectively and this can further improve
team motivation (Burton, 2012). In healthcare organizations, motivating staff and professionals
is also necessary, because nursing staff and other professionals have to deal with high levels of
stress.
Humphrey et al.(2009) define a team as a group of people who work actively together to
achieve a common purpose and are willing to work to ensure that their objectives are achieved.
In a healthcare organization, teams have prime relevance, as it is a multi-disciplinary profession,
including nurses, doctors and professionals of different specialties. These people must work
effectively in a team, communicating and sharing resources. Each member of a healthcare team
has specialized knowledge to perform different tasks. These multi-professional teams solve
health problems. Such teams form an important feature of organizations in all industries, not only
healthcare. The perspective on which they are based is that all the team members are highly
qualified. The potential value of such teams is clear, but healthcare organizations are finding it
difficult to motivate them, which is a challenging task. Further, motivation alone is generally not
enough, other features such as communication are essential. Open interactions help team
members to communicate effectively about their professions. Moreover, each member should
have the opportunity to communicate, as this further motivates these professionals (Rose-Grant,
2016). Leadership can never be separated from team motivation and effective leadership is
associated with the durable motivation of team members.
Dynamic Leadership Theory
Social psychologist Kurt Lewin (1890-1947) defined and differentiated three major
classical leadership styles. Many consider Lewin to be the founder of social psychology and
management theory as well as leadership studies. After extensive experiments in group dynamics
and leadership, he developed the concept of leadership climate. Based on this concept, Lewin
defined three types of leadership climates: democratic, authoritarian and laissez-faire. Further,
the choice of leadership style depends on the needs associated with making a decision. The three
types of leadership styles are discussed below:
Authoritarian Leadership Style: Authoritarian leaders are distant from their employees.
This type of leadership is gained through demands, punishments, regulations, rules and orders.
The major functions of authoritarian leadership style include assignment of tasks, unilateral
decision-and rule-making and problem-solving. Followers of authoritarian leaders must adhere to
all the instructions without comment or question. Authoritarian leaders make all the decisions
themselves without involving employees or followers and impose these decisions on them
(Greenfield, 2007). In the long term, authoritarian leadership style can be detrimental as it is
dictatorial in nature. This leadership style undermines creativity and individuality because these
managers consider themselves to be right. However, the art of leadership is flexibility, i.e. to
adapt to dynamic situations. Yet this leadership style also has some advantages: if there is
urgency and a task is time critical, then one needs to have discipline and structure so that the job
can be done quickly. In a situational leadership style, authoritarian leadership is adopted in some
circumstances (Wiesenthal et al., 2015).
Democratic Leadership Style: This is also known as participative leadership style and
reflects principles and processes such as self-determination and equal participation. However,
democratic leaders must not be compared with those who hold elected positions. These leaders
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facilitate collective decision making, involving their followers or employees and offering them
support and choices. Further, this leadership style, unlike the authoritarian style, is characterized
by cooperation, active participation, accountability and delegation of responsibilities and tasks. A
major function of democratic leadership is empowerment of subordinates, distribution of
responsibility and facilitation of group deliberations. Followers are held accountable for their
decisions, actions, and willingness to maintain the group’s freedom and autonomy (Avolio et al.,
2009). Although effective, democratic leadership style has certain disadvantages. When roles are
not clearly defined and time is limited, this leadership style can lead to failures. Further, in some
cases, members of the group might lack the expertise and knowledge to contribute towards
decision-making. Democratic leadership style is useful if members willingly share their expertise
and knowledge. Also, decision making under the democratic leadership style require a lot of
time.
Laissez-Faire Leadership Style: In this leadership style, leaders are not involved with
their subordinates or followers. This style is characterized by the absence leadership style.
Laissez-faire leaders do not make group-associated decisions and policies. Subordinates or
followers are responsible for making all the decisions and solving problems. Laissez-faire
leaders do not have authority or have little authority within their organization. The major
functions of this leadership style include trusting members to make appropriate decisions and
hiring the trained employees. The role of this leadership style includes problem solving and self-
monitoring along with producing quality products and services. Laissez-faire leaders are highly
successful and their followers are self-directed as they are not critically instructed by their
leaders at every step.
This leadership style is suitable for organizations that have long-term employees. It is,
however, not suitable for environments that require direction, quick feedback and praise (Uhl-
Bien & Marion, 2009). The disadvantages of this style include lack of awareness, as it leads to
poorly defined work roles. The leader provides minimal guidance, due to which group members
are often not sure of their job roles and responsibilities.
Dynamic Leadership Style: This is a dual-focused form of leadership style that is
adaptive in nature. This leadership style changes and reacts to different situations. The theory of
dynamic leadership holds that a leader should use a fluid style of leadership to adjust according
to the team that is being led. Dynamic leadership helps improve team motivation, as dynamic
leaders are characterized by effective action, focused energy and benevolent compassion.
Further, dynamic leaders focus on engaging with employees in such a way that success is not
based on any one individual, but the entire team. This particularly helps to motivate teams, as
they experience a sense of recognition of their contribution to the overall success. Dynamic
leaders are adaptive leaders, who find opportunities in obstacles, take effective action during
difficult times and take risks (Pershing Yoakley & Associates, 2014). Further, adaptive
leadership creates a sense of purpose that is shared among team members. Team members feel
motivated because adaptive leaders inspire and influence them rather than just demonstrating
hierarchical command and control. Dynamic leaders are appreciative of teams and the
contribution of each employee; they are supportive of employees in different situations, are
caring, fair, humble and inspiring. All these characteristics help a dynamic leader motivate teams
rather than just individuals (Mostovicz, 2009).
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Dynamic leadership is an important resource for organizations that must operate in a
highly competitive and dynamic business environment. Such leaders need to be both adaptive
and flexible to operate according to the changing business environment (Wiesenthal et al., 2015).
However, dynamic leadership alone will not be able to motivate individuals and team members
because leaders must manage conflicts and make tough decisions. In today’s business
environment, leaders face many difficulties and the pressure of producing new leadership. In the
past, leadership could evolve over time, but this is not possible now. Today’s healthcare
environment is highly mobile and dynamic leadership alone is not sufficient to manage the
business and employees effectively. Successful organizations worldwide are adopting a proactive
and intentional approach to develop leadership that is constant and competitive. Dynamic
leadership includes development training and communication (Avolio et al., 2009). Further, in a
healthcare organization, a dynamic leader must take actions that involve huge risks and create a
sense of purpose among team members, while managing them with inspiration and influence.
ORGANISATIONAL CULTURE DYNAMICS
Organizational culture is dynamic and complex. It can be defined as the pattern of shared
basic assumptions learned by a group to solve the problems associated with internal integration
and external adaptation. In the current competitive and dynamic business environment, the
culture of organizations is dynamic and fluid (Fleury, 2014), as a number of cultural dynamics
are at play at any given point of time. The dynamics of organizational culture also result from
cultural systems being expressed and communicated in a variety of ways (Schneider & Somers,
2006).
The concept of culture is a major aspect of folklore and anthropological studies. Schein
(1985) known for pioneering work in the field of organizational culture, suggests that culture is a
set of basic assumptions devised and discovered by a group. These assumptions are associated
with learning to deal with external problems. Schein (1985) articulated a three-level dynamic
model for culture, which needs to be learned, communicated and modified. The three levels it
exists are artefacts (surface level), values (below artefacts) and basic assumptions (form the
core). In this linear model, assumptions represent the belief system of human nature and reality,
which is taken for granted. Further, values are the espoused goals and social principles that have
intrinsic worth. Artefacts are the tangible, audible and visible outcomes of activities that are
embedded in the values and assumptions (Schneider & Somers, 2006).
Schein (1985) further suggests that employees working in an organization may share
basic assumptions and values. Therefore, the studies associated with organizational culture
should include the observation of artefacts that are visible, along with the interactions between
people in the organization. As such, the term cultural dynamics has originated from cultural
anthropology (Hatch, 1993).
Relationship between Dynamic Leadership and Organizational Culture
In the currently competitive and rapidly changing environment, healthcare organizations
are concerned with choosing their leadership styles. Healthcare systems are made up of different
professional groups, specialties and departments, along with intricate, non-linear interactions
between them. Interactions in a healthcare organization are complex in nature. Therefore,
leadership in a healthcare organization has to capitalize on the organizational diversity, along
with using resources optimally while working towards achieving the common goals. In a
8. Academy of Strategic Management Journal Volume 16, Issue 2, 2017
7 1939-6104-16-2-113
healthcare organization, there are different leadership approaches that can be adopted to operate
in this complex environment. The dynamics of organizational culture in terms of leadership is an
important element that can be used by a leader to grow a dynamic culture. In a healthcare
organization, leadership initiates the process of culture formation by imposing expectations and
assumptions on people in the organization. According to Schein, shared assumptions are
embedded and integrated into the dynamic of the organizational culture and are managed
effectively (Schneider & Somers, 2006). A dynamic leader achieves success by consistently
sending clear signals about his or her priorities, values and beliefs in the business environment.
Once employees in a healthcare organization accept the culture, it becomes a strong and dynamic
tool to communicate the organizations’ values and beliefs, especially to new members. The
success of a leader will depend largely on the understanding and knowledge of the dynamics of
organizational culture. A leader who understands the dynamics of the organizational culture will
be able to predict the outcomes of decisions to prevent anticipated consequences (Madu, 2012).
Relationship between Organizational Culture Dynamic and Team Motivation
Motivation is a major force that helps allocate the efforts associated with generating and
implementing ideas that are innovative and crucial for organizational success. In a healthcare
organization, culture has competing variables. The conflicting needs of families, institutions,
providers and regulators, will create inconsistencies. The dynamics of organizational culture are
important in a healthcare organization as they maximize a high-performance culture that
motivates teams to perform effectively (Dulaimi & Hartmann, 2006). In addition, motivation
levels improve by maximizing potential, play and purpose among teams. The dynamics of
organizational culture are the operating system of an organization. Leaders are the most
important part of the organization, as they help to build and maintain a culture that drives
employee performance, motivates innovative improvements along with new solutions that
encourage teams to be innovative. Further, a dynamic organizational culture fosters
communication, immediate feedback, the flow of implicit knowledge and initiation of innovative
projects. The use of an effective reward and incentive system enhances team motivation
(Dulaimi & Hartmann, 2006).
Relationship between Dynamic Leadership and Dynamic Team Motivation
Dynamic leaders recognize the path they must follow to achieve their goals, along with
motivating their teams. A dynamic leader usually rewards the team intrinsically rather than
extrinsically. In a healthcare organization, the staff and professionals must be strongly motivated
to generate important changes. Dynamic leadership is required for functions such as encouraging
the nursing staff and other employees to perform effectively and to make them feel valued and
perceive their jobs are worthwhile. A dynamic leader, according to the leadership theories of
Alderfer’s growth needs, Maslow’s need for self-actualization, and McClelland’s need for
power, is driven by the need for achievement and success (Sohmen, 2013). Such leaders have a
positive attitude that helps motivate the team to deal with complex situations and tasks.
Moreover, besides being positive, a dynamic leader must also change the team’s negative
experiences into growth experiences that will eventually motivate the team (Sohmen, 2013). A
dynamic leader also knows that each member of the team is equally important for the
organizations’ success; therefore, the leader focuses on motivating each team member
individually to achieve the best results. Respecting the abilities of each team member is the
9. Academy of Strategic Management Journal Volume 16, Issue 2, 2017
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priority as this further helps to motivate the team. Encouragement from a leader improves the
overall abilities of the team. For a team that intends to achieve success, nothing can substitute
effective dynamic leadership. Further, in sports, the major difference between a successful and
unsuccessful team is the effectiveness of dynamic leadership. A perfect balance between
effective dynamic leadership and a motivated team is crucial for positive organizational
outcomes in healthcare organizations (Sohmen, 2013).
METHODS
Conceptual Framework
This study investigates the perceived relationship between leadership styles and team
motivation levels in Abu Dhabi’s healthcare sector. Specifically, the study investigates the
relationship the three leadership styles (authoritarian, democratic and laissez-faire) have with
team motivation (Chaudhry, 2012). This also includes an analysis of the relationship between
organizational culture and leadership style to provide insights into whether Abu Dhabi’s
healthcare sector allows leaders to follow the recommended leadership styles and how these
leadership styles could be adapted into the existing culture of the organization (Almansour,
2012).
An overview of the leadership styles used in this study is shown in Table 1.
Table 1
OVERVIEW OF LEADERSHIP STYLES
Dynamic
Leadership
Team
Motivation
Area of
Interest
Managerial Applicability Best For
High Low
Democratic + Entrepreneurial
sector
Meets
challenges
when
companies
need to make
decisions over
a short period.
Possibly
lengthier
decision-making
process, the
leader can
appear
uncertain.
Experts who know their job
and carry out their
responsibilities with minimal
supervision:
1. Pharmaceutical
industry
2. High-tech firms
3. Housing construction
sites
4. Universities
5. Information
technology
companies
Geographical
area
UK (casual
leadership)
A consensus
rule would work
best In Asian
cultures, but
complicate the
process further
Workforce
technical
innovation
Helps
employees
accept
changes,
because they
play a role in
the process.
Values the input
of team
members and
peers, but the
responsibility of
making the final
decision rests
with the
participative
leader.
Authoritarian + Entrepreneurial
sector
Streamlined
decision
making under
Managers
possess total
authority and
Industries with high
productivity and turnover
rates:
10. Academy of Strategic Management Journal Volume 16, Issue 2, 2017
9 1939-6104-16-2-113
emergency
situations, as
no one
challenges
decisions.
impose their
will on
employees,
leading to
abuse.
1. Music
2. Restaurants
3. Manufacturing
Geographical
area
France favors
this style of
leadership
Germany
(hierarchy,
consensus)
Workforce
technical
innovation
Benefits
employees
who require
close
supervision.
Creative
employees who
thrive in teams
hate it.
Laissez-faire - Entrepreneurial
sector
Lacks direct
supervision of
employees
and fails to
provide
regular
feedback to
those under
supervision.
Produces no
leadership or
supervision
efforts from
managers,
which can lead
to poor
production and
control, and
increasing costs
Companies either in the
incubator phase of product
development or engaged in
highly creative businesses:
1. Start-ups or social
media companies
2. Research and
development
departments
3. High-tech firms
4. Product design
companies
5. Advertising agencies
Geographical
area
Australia (one
of the mates)
Sweden (primus
inter pares)
Workforce
technical
innovation
Ideal for
highly
experienced
and trained
employees.
Hinders the
production of
employees
needing
supervision.
Research Questions
The following are identified as the suggested research questions:
1. What is the importance of understanding different leadership styles that may appear in
the work place?
2. What are the implications of leadership style on team motivation?
3. How do team motivation levels influence efficiency and effectiveness at work? What is
the role of leadership style in improving employee performance and productivity?
4. How does culture affect leadership style when linked to team motivation?
Suggested Hypotheses
The following hypotheses are posited and their relationship illustrated in Figure 1. The
independent variables are the three leadership styles discussed above. They are affected by
culture and influence team motivation. The proposed framework also suggests that this study
determines whether and how organizational culture is associated with the execution of a
leadership style to achieve an appropriate level of motivation between members of the
organization.
H1: Democratic leadership style is positively correlated with team motivation.
11. Academy of Strategic Management Journal Volume 16, Issue 2, 2017
10 1939-6104-16-2-113
H2: Authoritarian leadership style is positively correlated with team motivation.
H3: Laissez-faire leadership style is negatively correlated with team motivation.
H4: Organizational culture dynamic mediates the relationship between leadership styles and dynamic
team motivation
Figure 1
STUDY FRAMEWORK
CONCLUSIONS
This study has examined the impact of different leadership styles on employee motivation
focusing on dynamic leadership, which is a new concept. Leadership is an important perception
that influences and motivates individuals and teams. Moreover, the focus of this study is the
healthcare industry, which has complex interactions and leadership plays an important role in
motivating staff. In healthcare organizations, there are different types of challenges that
providers face, as their organizations exist in a complex environment. Two such challenges are
the changing and diverse needs of patients and exceeding the expectations of patients, along with
managing the issue of high costs of treatments and interventions. Team motivation thus plays a
crucial role in a healthcare organization. The literature review showed that non-financial rewards
are an important and effective way of motivating teams in healthcare organizations. Teams
specifically need the support and encouragement of a leader. Therefore, the efficiency and
potential of a leader has a large impact on the motivation levels of a team. Further, in the current
business environment, there is a need for dynamic leadership and leaders have to be adaptable
and flexible to operate effectively. Major leadership styles such as transformational,
transactional, authentic and servant styles influence team motivation. The transformational,
authentic and servant leadership styles are positively correlated with team motivation whereas
transactional leadership style is found to be negatively correlated. It is recommended that leaders
focus on leadership styles that help to motivate team members. Team motivation is seen as an
inherent reality for organizations because multi-professional teams will be required to
collaborate and work on complex projects. Leadership will always be a crucial element that will
Democratic
leadership
Authoritarian
leadership
Laissez-faire
leadership
Dynamic team
motivation
Leadership Styles Organizational
culture dynamic
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11 1939-6104-16-2-113
guide group members in a healthcare organization towards specific goals. The dynamics of
organizational culture can facilitate the relationship between leadership style and team
motivation in healthcare organizations. Leadership and team motivation are important aspects of
the healthcare industry and can keep workers happy and satisfied.
Implications and Future Research Scope
This study provides an effective framework for determining the association between
different leadership styles and team motivation in the healthcare sector. The framework also
focuses on the dynamics of organizational culture and team motivation. Hence, this paper
provides opportunities to improve team motivation in healthcare organizations. In addition, the
paper establishes a clear link between leadership style (democratic, authoritarian and laissez-
faire) and team motivation. Future studies can focus on developing other frameworks for
investigating the relationship between aspects such as leadership style and employee satisfaction
and happiness. In this context, researchers can use both qualitative and quantitative studies. This
will help to investigate the profound details of leadership styles and their impact on the various
aspects of organizations.
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