Public Healthcare Organizations: Leadership or Management?

Abstract

This article studies the type of leadership that managers are currently exercising in the Catalan health system in Catalonia. A questionnaire (MQL-5X) was sent to 120 people occupying management positions in healthcare centers and hospitals as well as 14 others who also hold such positions in these healthcare centers and hospitals, were interviewed. The mixed methods research design attests that the Catalan health system is managed through a structure of simultaneous transformational and transactional leadership. However, the efficacy of this system is conditioned purely by the communicative competence that a manager may or may not possess, as the system itself makes no effort to encourage transformational leadership. Transformation leadership inspires positive change, conveys a clear vision and enhances morale, motivation and job performance. It galvanizes a team into changing their expectations and perceptions and motivates them to work towards common goals. En este articulo se estudia el liderazgo que los directivos del sistema catalán de salud de Cataluña están ejerciendo actualmente. Para ello, se ha pasado el cuestionario MQL-5X a 120 personas que ocupan cargos de dirección en centros sanitarios y hospitales y se han realizado 14 entrevistas a éstos. El diseño mixto de la investigación permite afirmar que en la sanidad catalana actual se dirige con un liderazgo transformacional y transaccional simultáneamente, pero la eficacia del mismo viene condicionada por la competencia comunicativa que la persona posea, ya que el propio sistema no deja aflorar un liderazgo transformacional que movilice y entusiasme a sus colaboradores. El liderazgo transformacional inspira hacia el cambio positivo, transmite una visión clara y exalta la moral, la motivación y el rendimiento en el trabajo; estimula al equipo para que cambie sus expectativas y percepciones y los motiva a trabajar hacia objetivos comunes.

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“…Transactional leadership style is a leading system based on reward and exemption management 108 and consists of simple and comprehensive exchanges between the manager and employees, who exchange awards, recognition and other services to promote the desired effect 1,15,97,101,109 . Leaders use awards as a source of power to reach an agreement 100 .…”

The correlation between interprofessional collaboration and nursing empowerment within interprofessional educational environments enhanced by clinical simulation (SIM-IPE) and in real-world care scenarios

“…Numerous studies emphasise the imperative need for integrated health systems to enhance coordination and collaboration among professionals in the sector (Rogers et al, 2023;Straub et al, 2020), as well as to effectively and e ciently address increasingly complex healthcare demands (Lamb et al, 2014;Martínez-González et al, 2016). Within this context, the collaborative efforts between doctors and nurses are indispensable (WHO, 2010), not only because they improve clinical practice, but also because they are intrinsically linked to nursing empowerment, involving the assumption of responsibilities, authority, and active participation in decision-making related to patient care and healthcare policies (Etherington et ).…”