Institute for Medical Sociology, Health Services Research and Rehabilitation Science, Faculty of Human Science and Faculty of Medicine, University of Cologne, Cologne, Germany.
J Public Health Manag Pract. 2012 Mar-Apr;18(2):175-80. doi: 10.1097/PHH.0b013e31823dea94.
The German hospital market has been undergoing major changes in recent years. Success in this new market is determined by a multitude of factors. One is the quality of the social relationships between staff and the presence of shared values and rules. This factor can be considered an organization's "social capital."
This study investigates the relationship between social capital and leadership style in German hospitals using a written survey of medical directors.
In 2008, a cross-sectional representative study was conducted with 1224 medical directors from every hospital in Germany with at least 1 internal medicine unit and 1 surgery unit. Among the scales included in the standardized questionnaire were scales used to assess the medical directors' evaluation of social capital and transformational leadership in the hospital. We used a multiple linear regression model to examine the relationship between social capital and internal coordination. We controlled for hospital ownership, teaching status, and number of beds.
In total, we received questionnaires from 551 medical directors, resulting in a response rate of 45.2%. The participating hospitals had an average of 345 beds. The sample included public (41.3%), not-for-profit (46.9%), and for-profit (11.7%) hospitals.
The data, which exclusively represent the perceptions of the medical directors, indicate a significant correlation between a transformational leadership style of the executive management and the social capital as perceived by medical directors. A transformational leadership style of the executive management accounted for 36% of variance of the perceived social capital.
The perceived social capital in German hospitals is closely related to the leadership style of the executive management. A transformational leadership style of the executive management appears to successfully strengthen the hospital's social capital.
近年来，德国医院市场发生了重大变化。在这个新市场取得成功取决于众多因素。其中一个因素是员工之间社会关系的质量以及共同价值观和规则的存在。这个因素可以被认为是组织的“社会资本”。
本研究使用对医学主任的书面调查，调查德国医院的社会资本与领导风格之间的关系。
2008 年，对德国每家至少有 1 个内科和 1 个外科单元的医院的 1224 名医学主任进行了横断面代表性研究。在标准化问卷中包括的量表中，有用于评估医学主任对医院社会资本和变革型领导的评估的量表。我们使用多元线性回归模型来检验社会资本与内部协调之间的关系。我们控制了医院所有权、教学地位和床位数量。
我们共收到 551 名医学主任的问卷，回应率为 45.2%。参与的医院平均有 345 张床位。样本包括公立（41.3%）、非营利（46.9%）和营利（11.7%）医院。
这些数据完全代表了医学主任的看法，表明行政管理层的变革型领导风格与医学主任感知到的社会资本之间存在显著相关性。行政管理层的变革型领导风格解释了感知到的社会资本的 36%差异。
德国医院感知到的社会资本与行政管理层的领导风格密切相关。行政管理层的变革型领导风格似乎成功地增强了医院的社会资本。
