Background The subjects of organizational culture and leadership have been studied several times in various fields. However, studies have tried to determine the relationship between corporate culture and leadership as it is still indistinguishable, or more evidence is needed. The paper describes the perceptions of the staffs about the hospitals’ organizational culture types and their managers’ leadership styles in these hospitals and the relationships that may exist between these domains. Method This is a cross-sectional descriptive study involving 400 participants from three governmental and two non-governmental hospitals during the period from June to December 2018. The target population included all categories of staff working at hospitals as physicians, nurses, paramedics and administrators. Results The largest number of participants was 82.5 % from government hospitals while 17.5 % were from non-governmental hospitals. Clan and hierarchy-driven cultures were the top-defined forms of organizational culture at hospitals in the Gaza Strip. In all types of organizational culture, the non-governmental hospitals which all are small size hospitals have higher perceptions’ means than the governmental ones that have different sizes. Managers’ styles in the investigated hospitals were transformational and transactional. The study’s results showed significant positive associations by Pearson’s Correlations and effect by linear multiple regression analysis between styles of transformation and transactional leaderships and types of organizational cultures. Discussion and conclusion The study addressing the main concepts showed positive relations and also impacts between two of the leadership styles and organizational culture types, apart from the Laissez-faire style. This paper has been successful in contributing to the research on this topic and providing indications for understanding certain domains of the hospital industry in Palestine.
The goal of this study was to look at the impact of different components of COVID-19 on the development of a public health culture during the COVID-19 pandemic. Culture is largely acknowledged to have the greatest and most profound influence on many aspects of human and group behavior. Culture is the process of integration that distinguishes members of one group or category of people through others; in other words, culture is the operating system of the communities, cultural nuances among societies cause people to demonstrate different behavioral patterns in the face of events. However, the cultural differences of each community make it impossible to apply these metrics universally. Observing the impact of countries’ cultural traits in the fight against outbreaks is one area where social scientists have not put much attention. As a result, this study demonstrates how cultural shifts affect their fight against outbreaks and public health challenges. The human response to COVID-19 is likely to be influenced by country culture and how (and when) overcome will be determined by it. Cultural ideas and assumptions should be assessed as part of public health interventions. These interventions should indeed be addressed at the societal level to stimulate awareness and participation while also guaranteeing culturally relevant events. Healthcare practitioners should emphasize public health exertions on culturally relevant forms of instruction, prevention, behavior and follow-up for successful pandemic management, effective screening, and diagnosis in infected individuals. Public health professionals must recognize the significance of this and learn to use communication messaging and guidelines, which must be culturally acceptable and context-dependent rather than merely grounded on medical methodologies, as was the case in many countries with COVID-19 management.
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