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Tytuł artykułu

Leadership and effectiveness - findings from public healthcare organisations

Wybrane pełne teksty z tego czasopisma
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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The aim of the paper is to examine leadership at the level of CEOs and effectiveness in healthcare setting. Previous studies suggest there is relationship between leadership style, situation and circumstances. The relationship between leadership and effectiveness is probably not straightforward and may be influenced by both environmental and contextual factors yet no irrefutable support on this assumption can be found. In our paper we examine relationships between leadership, environment, organisational context and effectiveness in Polish healthcare organisations. Multifactor Leadership Questionnaire which has been used in a great number of research relating to the public sector on leadership was employed in this research. Implications for practitioners and policy makers are given.
PL
Celem niniejszego artykułu jest sprawdzenie przywództwa na poziomie CEO w publicznych jednostkach ochrony zdrowia (z uwagi na wielkość zatrudnienia i wysokość kontraktu zdecydowana się na badanie we wszystkich szpitalach w województwie śląskim. Na 83 szpitale w badaniach wzięło udział 67 szpitali). Wykorzystano zakupiony z możliwością na prawach licencyjnych kwestionariusz MLQ (Mulitifactor Leadership Questionnare), który bada styl przywództwa realizowany w organizacjach. Artykuł dostarcza cennych informacji zarówno dla praktyków jak i teoretyków zainteresowanych poprawą efektywności działania publicznego sektora ochrony zdrowia.
Czasopismo
Rocznik
Strony
188--204
Opis fizyczny
Bibliogr. 26 poz., tab.
Twórcy
autor
  • Department of Public Management and Social Sciences, Karol Adamiecki University of Economics, Katowice
Bibliografia
  • 1. Bass B.M., Avolio B.J., (1994) Improving organizational effectiveness through transformational leadership, Thousand Oaks, CA: Sage.
  • 2. Bass. B.M. (1996). Is There Universality in the Full Range Model of Leadership?, International Journal of Public Administration, 19(6): 731-761.
  • 3. Bratnicki M., Kulikowska M. 2003. Strategic Paradoxes Management, Entrepreneurial Behaviors and Effectiveness in Polish Companies. The paper presented on the 3rd EURAM Conference in Milan, Italy.
  • 4. Bratnicki, M., Zbierowski P. 2003. Searching for competitive advantage in transformed economy: entrepreneurship, environment and organizational attention - summary. Frontiers of Entrepreneurship Research 2003. Wellesley, MA.
  • 5. Conger, J.A. (1999). Charismatic & transformational leadership in organizations: An insider's perspective on these developing streams of research. The Leadership Quarterly, 10(2): 145-169
  • 6. Dulewicz V., Higgs M. J. (2005). Assessing leadership dimensions, styles and organizational context, Journal of Managerial Psychology, 20(2), p. 105-123.
  • 7. Feldman, M.S. (2005). Management and Public Management. Academy of Management Journal, 6: 958-960.
  • 8. Gilmartin, M. J., D'Aunno. T. A. 2008. Leadership Research in Healthcare: A Review and Roadmap, Academy of Management Annals, 1: 387-438.
  • 9. Goodwin, N. (2000). Leadership and the UK health service. Health Policy, 51: 49-60.
  • 10. Hersey P., Blanchard K.H. (1982). Management of organizational behavior: Utilizing human resources. Prentice-Hall, Englewood Cliffs, NJ
  • 11. Hunter, D. (1998), Something soft for hard times, Health Service Journal, p.20-21
  • 12. Kulikowska M (2006): Zachowania przedsiębiorcze a efektywność organizacji w kontekście sprzeczności strategicznych. Niepublikowana praca doktorska. Katowice 2006.
  • 13. McAlearney, A.S. (2006). Leadership development in healthcare: A qualitative study. Journal of Organizational Behavior, 27: 967-982.
  • 14. Parry K. W., Proctor-Thomson S. B. (2003). Leadership, culture and performance: The case of the New Zealand public sector, Journal of Change Management, 3(4) 376-399
  • 15. Ramanujam, R.; Rousseau, D. M.: (2007). The challenges are organizational not just clinical, Journal of Organizational Behavior, 27(7): 811-827.
  • 16. Reddin W.J. (1970). Managerial Effectiveness McGraw-Hill, New York````.
  • 17. Rowe, W.G., Cannella Jr., A.A., Rankin, D. and Gorman, D. (2005). Leader succession & organizational performance: Integrating the common-sense, ritual scapegoating & vicious-circle succession theories. The leadership Quarterly, 16(2): 197-219.
  • 18. Sachs, J. (2005). The end of poverty: How we can make it happen in our lifetime. London: Penguin.
  • 19. Singer M.S., Singer A.E. (1996). Situational constraints on transformational versus transactional leadership behaviour, subordinates' leadership preference, and satisfaction, The Journal of Social Psychology, 130(3): 385-396.
  • 20. Spinelli, R. (2006). The applicability of Bass's model of transformational, transactional and lassiez-faire leadership in the hospital administrative environment: Hospital Topics. 84(2),11-18.
  • 21. van wart, M. (2003) Public-Sector Leadership Theory: An Assessment. Public Administration Review, 63(2): 214-228.
  • 22. Waldman, D. A., Ramirez, G. G., House, R. J., & Puranam, P. 2001. Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty. Academy of Management Journal, 44: 134-143.
  • 23. Wallis, J., McLoughlin, L. (2007). A diagnosis of leadership effectiveness in the Irish public sector. Public Management Review, 9(3): 327-351
  • 24. Yankelovich, D. (1991). Coming to Public Judgment: Making Democracy Work in a Complex World. Syracuse, NY: Syracuse University Press.
  • 25. Yukl, G., van Fleet, D.D. (1992). Theory and research on leadership in organizations. In: M.D. Dunnette & L.M. Hough (Eds.), Handbook of Industrial and Organizational Psychology, Vol. 3: 147-197. Palo Alto, CA: Consulting Psychologists.
  • 26. Zbierowski P. (2006): Otoczenie organizacji a uwaga przedsiębiorcza. Niepublikowana praca doktorska, Katowice 2005.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-article-BPZ4-0014-0015
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