Purpose This paper aims to examine the relationship between physician leadership style and advanced practice health-care provider job satisfaction. Design/methodology/approach A total of 320 advanced practice providers (nurse practitioners and physician assistants) in Texas rated their supervising/collaborating physicians’ leadership style using the Multifactor Leadership Questionnaire 5X Short (Bass and Avolio, 2000) and assessed their own job satisfaction using the Abridged Job Descriptive Index (Smith, Kendall and Hulin, 1969). Regression models tested the relationships between physician leadership styles and several facets of job satisfaction of advanced practice providers while controlling for advanced practice provider age, gender, ethnicity, years of experience, salary level, clinical practice setting, level of physician supervision/collaboration and advanced practice provider type. Findings The results demonstrated that physician transformational leadership accounted for between 4.4 and 49.1 per cent of the variance in job satisfaction depending on the aspect of job satisfaction. Satisfaction with job supervision and satisfaction with job in general were those in which transformational leadership was found to have the most impact, explaining 49.1 and 15.5%, respectively. Demographic variables such as advanced practice provider type, age, years of experience and number of hours per week of physician collaboration/supervision had small but statistically significant associations with job satisfaction. Practical implications Recommendations for physician leadership development focusing on transformational leadership as a way to increase the satisfaction among other providers on health-care teams are discussed. Originality/value This paper examines the impact of supervising/delegating physician leadership style on other nonphysician members of the health-care team, specifically advanced practice health-care providers.
This study of 242 teachers and paraprofessionals explored relationships between the followers' perceptions of the elementary principal's Big Five Personality Traits and the followers' perceptions of the elementary principal's Full Range Leadership Model for one school district in SouthTexas that included 8 elementary schools that participated in the research. The Multifactor Leadership Questionnaire 5X Short (MLQ) (Bass & Avolio, 2004), The International Personality Item Pool (IPIP) (Goldberg, 1999), and a demographic survey created by the researcher, was used to collect data. This sample of convenience used a multiple regression to find correlations. Partial correlations and t-tests were used for further analyses. This particular study was based on followers' perceptions and did not support previous research that Extraversion is a predictor of leadership style. The study found relationships between perceived personality traits and leadership styles for four out of the five personality traits. Open, Agreeable, and Emotionally Stable principals were perceived to be Transformational Leaders. Open and Emotionally Stable principals were also perceived as Transactional Leaders. When principals were rated as Conscientious and Emotionally Unstable, they were perceived as Passive-Avoidant Leaders. The personality and leadership style that the principal's project does impact the followers' perceptions. Most studies in the literature review include self-ratings of personality and leadership while the present study used followers' ratings of the leader's personality and leadership. Perception is reality. Surprisingly, the followers' ratings for principals' leadership styles and Extraversion were non-significant.
This research was designed to test the theoretical relationship between personality, implicit leadership, and leadership style suggested in past studies. Specifically, it was designed to link traits from the five‐factor model of personality (the Big Five), by utilizing the International Personality Item Pool (IPIP), to a follower's perception of the leadership style of George W. Bush, based on Bass and Avolio's (1997) MLQ5X. A voluntary sample was taken consisting of undergraduate and graduate students from three universities in southern Texas in 2006, with a sample size of N = 303. Respondents who scored high in neuroticism rated the leader as less transformational than those who did not. Also, the ancillary variable good leadership had a positive effect on the respondent's ratings of the leader as a transformational leader, and as a less passive leader, than subjects who did not rate the leader as being a good leader. There was a significant relationship found between respondents' political party affiliation and their transformational and passive leadership ratings. Implications of these findings are discussed in terms of the Obama versus McCain presidential race.
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