Long Nguyen Hoang, Sochalski Julie
College of Health Sciences, VinUniversity, Ha Noi, Gia Lam District, Vietnam.
Asian Wisdom Care Research Unit, Faculty of Nursing, Chulalongkorn University, Bangkok, Thailand.
BMC Nurs. 2025 Aug 11;24(1):1049. doi: 10.1186/s12912-025-03665-x.
Employees' perceptions of their supervisors' leadership influence their conduct and daily performance. These perceptions often conflict with leaders' self-assessments. Understanding this incongruency can help leaders improve their leadership skills. This study aimed to assess the congruency between frontline healthcare staff's and supervisors' perceptions of leadership styles.
This cross-sectional study was conducted between January 2021 and June 2022. Data were collected from a convenience sample of 574 professional and technical staff (nurses, midwives, and technicians) and 93 direct supervisors recruited from all seven hospitals of the Vinmec Healthcare System, which is the largest private healthcare system in Vietnam. Leadership style was assessed using the Multifactor Leadership Questionnaire (MLQ 5X).
Study findings revealed similarities and differences in perceptions of leadership between staff and supervisors. Both groups agreed that transactional contingent reward behaviors were most frequently used, as indicated by mean scores above 2.5, whereas laissez-faire behaviors were least often utilized, with the lowest overall ratings (supervisors: 0.92 ± 0.67; staff: 1.23 ± 0.78). However, supervisors' scores were significantly higher than those of their staff for almost all leadership components, with large and significant mean differences observed in areas such as individualized consideration (mean difference = 0.63, t = 9.34, p <.001). Notably, staff rated supervisors as using laissez-faire behaviors more frequently than their supervisors assumed they did, with a statistically significant difference (t = - 3.96, p <.001). Regarding leadership outcomes, supervisors believed that their leadership style was more effective than their staff perceived it, as evidenced by higher scores for effectiveness (2.94 vs. 2.72, t = 3.46, p <.001), satisfaction (3.02 vs. 2.73, t = 3.90, p <.001), and extra effort (2.98 vs. 2.57, t = 6.49, p <.001).
Supervisors should recognize their leadership styles and how they are perceived by staff, using feedback as a basis for self-improvement and ensuring their intentions are clearly communicated. In nursing, 360-degree feedback and reflective practices may help narrow leadership perception gaps. Future research should examine factors underlying these discrepancies and assess whether improving alignment enhances team performance and care quality.
Not applicable.
员工对其上级领导的看法会影响他们的行为和日常表现。这些看法往往与领导的自我评估相冲突。了解这种不一致有助于领导提高他们的领导技能。本研究旨在评估一线医护人员与上级领导对领导风格看法的一致性。
本横断面研究于2021年1月至2022年6月进行。数据收集自Vinmec医疗系统所有七家医院的574名专业技术人员（护士、助产士和技术人员）和93名直接上级领导的便利样本，Vinmec医疗系统是越南最大的私立医疗系统。使用多因素领导问卷（MLQ 5X）评估领导风格。
研究结果揭示了员工和上级领导在领导看法上的异同。两组都认为交易型权变奖励行为使用最为频繁，平均得分高于2.5，而放任式行为使用最少，总体评分最低（上级领导：0.92±0.67；员工：1.23±0.78）。然而，几乎所有领导维度上，上级领导的得分都显著高于其员工，在个性化关怀等方面观察到较大且显著的平均差异（平均差异=0.63，t=9.34，p<0.001）。值得注意的是，员工对上级领导放任式行为的评分高于上级领导的自我认知，差异具有统计学意义（t=-3.96，p<0.001）。关于领导结果，上级领导认为他们的领导风格比员工感知的更有效，有效性得分更高（2.94对2.72，t=3.46，p<0.001）、满意度得分更高（3.02对2.73，t=3.90，p<0.001）以及额外努力得分更高（2.98对2.57，t=6.49，p<0.001）证明了这一点。
上级领导应认识到他们的领导风格以及员工对其的看法，将反馈作为自我提升的基础，并确保他们的意图得到清晰传达。在护理领域，360°反馈和反思性实践可能有助于缩小领导认知差距。未来的研究应探讨这些差异背后的因素，并评估改善一致性是否能提高团队绩效和护理质量。
不适用。
