Jodar I Solà Glòria, Gené I Badia Joan, Hito Pilar Delgado, Osaba M Antonia Campo, Del Val García Jose Luís
Public Health Nursing, Mental, and Maternal and Infant Health, Universidad de Barcelona, Campus Bellvitge, c/Feixa Llarga s/n. 08907 L'Hospitalet de Llobregat, Barcelona, Spain.
Public Health Departament, Consorci d'Atenció Primària de Salut de l'Eixample (CAPSE), Barcelona University, Roselló 161, 08036, Barcelona, Spain.
BMC Health Serv Res. 2016 Oct 12;16(1):572. doi: 10.1186/s12913-016-1819-2.
The concept of leadership has been studied in various disciplines and from different theoretical approaches. It is a dynamic concept that evolves over time. There are few studies in our field on managers' self-perception of their leadership style. There are no pure styles, but one or another style is generally favoured to a greater or lesser degree. In the primary health care (PHC) setting, managers' leadership style is defined as a set of attitudes, behaviours, beliefs and values. The objectives of this study were to describe and learn about the self-perception of behaviours and leadership styles among PHC managers; to determine the influence of the leadership style on job satisfaction, efficiency, and willingness to work in a team; and to determine the relationship between transformational and transactional styles according age, gender, profession, type of manager years of management experience, and the type of organization.
To describe leadership styles as perceived by PHC managers, a cross sectional study was performed using an 82 items-self-administered Multifactor Leadership Questionnaire (MLQ). This questionnaire measures leadership styles, attitudes and behaviour of managers. The items are grouped into three first order variables (transformational, transactional and laissez-faire) and ten second order variables (which discriminate leader behaviours). Additionally, the questionnaire evaluates organizational consequences such as extra-effort, efficiency and satisfaction.
One hundred forty responses from 258 managers of 133 PHC teams in the Barcelona Health Area (response rate: 54.26 %). Most participants were nurses (61.4 %), average age was 49 years and the gender predominantly female (75 %). Globally, managers assessed themselves as equally transactional and transformational leaders (average: 3.30 points). Grouped by profession, nurses (28.57 % of participants) showed a higher transactional leadership style, over transformational leadership style, compared to physicians (3.38 points, p < 0.003). Considering gender, men obtained the lowest results in transactional style (p < 0.015). Both transactional and transformational styles correlate with efficiency and job satisfaction (r = 0.724 and r = 0.710, respectively).
PHC managers' self-perception of their leadership style was transactional, focused on the maintenance of the status quo, although there was a trend in some scores towards the transformational style, mainly among nurse managers. Both styles correlate with satisfaction and willingness to strive to work better.
领导力的概念已在各个学科中从不同的理论方法进行了研究。它是一个随时间演变的动态概念。在我们这个领域，关于管理者对其领导风格的自我认知的研究很少。不存在纯粹的风格，但通常或多或少会更倾向于某种风格。在初级卫生保健（PHC）环境中，管理者的领导风格被定义为一套态度、行为、信念和价值观。本研究的目的是描述和了解初级卫生保健管理者对行为和领导风格的自我认知；确定领导风格对工作满意度、效率和团队合作意愿的影响；并根据年龄、性别、职业、管理者类型、管理年限和组织类型确定变革型和交易型风格之间的关系。
为了描述初级卫生保健管理者所感知的领导风格，使用一份82项的自填式多因素领导力问卷（MLQ）进行了横断面研究。该问卷测量管理者的领导风格、态度和行为。这些项目被分为三个一阶变量（变革型、交易型和放任型）和十个二阶变量（用于区分领导行为）。此外，该问卷还评估组织结果，如额外努力、效率和满意度。
巴塞罗那卫生区133个初级卫生保健团队的258名管理者中有140份回复（回复率：54.26%）。大多数参与者是护士（61.4%），平均年龄为49岁，性别主要为女性（75%）。总体而言，管理者将自己评估为交易型和变革型领导者的程度相当（平均：3.30分）。按职业分组，与医生相比，护士（占参与者的28.57%）表现出更高的交易型领导风格，超过变革型领导风格（3.38分，p<0.003）。考虑到性别，男性在交易型风格方面得分最低（p<0.015）。交易型和变革型风格都与效率和工作满意度相关（分别为r = 0.724和r = 0.710）。
初级卫生保健管理者对其领导风格的自我认知是交易型的，侧重于维持现状，尽管在某些分数上有向变革型风格发展的趋势，主要在护士长中。两种风格都与满意度和努力把工作做得更好的意愿相关。
