The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

Sow, Mouhamadou; Murphy, J. Kevin; Osuoha, Rosa

doi:10.18639/merj.2017.03.403737

Cited by 17 publications

(12 citation statements)

References 34 publications

(81 reference statements)

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“…A leader using a transformational leadership style acts as a role model, adds meaning and challenge to subordinates’ work, encourages subordinates to be creative and approach problems in new ways, pays attention to the individual subordinate’s needs and provides coaching and mentoring ( Skakon et al , 2010 ). Transformational leadership has been shown to have a positive impact on job satisfaction and well-being ( Sow et al , 2017 ; Morsiani et al , 2016 ; Sudha et al , 2016 ) as well as on the quality of care in the health sector ( Havig, 2011 ; Westerberg and Tafvelin, 2014 ).…”

Section: Perspectives On Leadershipmentioning

confidence: 99%

Leadership for a healthy work environment – a question about who, what and how

Vidman

Strömberg

2020

LHS

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Purpose Recruiting and retaining staff to work with elderly people in social care is a global issue. The quality of leadership is considered important because it influences employees’ job satisfaction, job turnover and health. This paper aims to identify leadership that employees in residential elderly care facilities in Sweden consider as contributing towards a healthy work environment. Design/methodology/approach The authors interviewed 14 persons employed in facilities organized in different ways. The data from these interviews was analysed using qualitative content analysis.. Findings The results showed that the employees felt that their health partly depended on the attributes that leaders possessed, what leaders do and how leaders do it. This study confirms that leadership influences the perception of a healthy workplace. It also shows that questions about leadership are complex. Originality/value Research about factors that increase health risks is wide-ranging; however, research that examines factors that promote health, especially how leadership influences employees’ well-being, is not as comprehensive.

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Section: Perspectives On Leadershipmentioning

confidence: 99%

Leadership for a healthy work environment – a question about who, what and how

Vidman

Strömberg

2020

LHS

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“…For organisations, especially tertiary hospitals, it would be interesting to analyse if the steady changes in transformational leadership can impact the organisational culture. 56 If the improvement in transformational leadership steadily changes the organisational culture, it could be possible that it has a positive impact on role behaviour, such as in-role and extra-role behaviors 57 that would help hospitals in dealing with the growing pressure. However, so far research on the mechanisms that explain the long-term stability of the change in leading behaviour is lacking and should be addressed in future research.…”

Section: Discussionmentioning

confidence: 99%

Feasibility, psychological outcomes and practical use of a stress-preventive leadership intervention in the workplace hospital: the results of a mixed-method phase-II study

Stuber¹,

Seifried-Dübon²,

Tsarouha

et al. 2022

BMJ Open

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ObjectivesHospitals are psychologically demanding workplaces with a need for context-specific stress-preventive leadership interventions. A stress-preventive interprofessional leadership intervention for middle management has been developed. This phase-II study investigates its feasibility and outcomes, including work-related stress, well-being and transformational leadership.DesignThis is a mixed-methods study with three measure points (T0: baseline, T1: after the last training session, T2: 3-month follow-up). Additionally, focus groups were conducted to assess participants’ change in everyday work.SettingA tertiary hospital in Germany.ParticipantsN=93 leaders of different professions.InterventionAn interactive group setting intervention divided in five separate sessions ((1) self-care as a leader, (2) leadership attitudes and behaviour, (3) motives, needs and stressors of employees, (4) strengthen the resource ‘team’, (5) reflection and focus groups). The intervention was conducted between June 2018 and March 2020 in k=5 runs of the intervention.Outcome measuresFeasibility and acceptance were measured with a self-developed intervention specific questionnaire. Psychological outcomes were assessed with the following scales: work-related strain with the Irritation Scale, well-being with the WHO-5 Well-being Index and transformational leadership with the Questionnaire of Integrative Leadership.ResultsAfter the intervention at T2, over 90% of participants reported that they would recommend the intervention to another coworker (92.1%, n=59) and all participants (n=64) were satisfied with the intervention and rated the intervention as practical relevant for their everyday work. Participants’ self-rated cognitive irritation was reduced, whereas their well-being and transformational leadership behaviour were improved over time. Focus group discussions revealed that participants implemented intervention contents successfully in their everyday work.ConclusionsThis intervention was feasible and showed first promising intraindividual changes in psychological outcomes. Participants confirmed its practical relevance. As a next step, the intervention will be evaluated as part of a multicentre—randomised controlled trial within the project SEEGEN (SEElische GEsundheit am Arbeitsplatz KrankeNhaus).

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“…Several studies have highlighted the positive relationship between work engagement, quality of service, customer loyalty and profitability [26,31,32]. Recent studies have linked the positive relationship between organizational culture and work engagement [23,[33][34][35]. More specifically, according to Katz Navon, et al [36], it was found that beurocratic culture and production culture had a significant impact on employees' work engagement level, as long to patients' services received.…”

Section: • Organizational Culture and Work Engagementmentioning

confidence: 99%

The Relationship between Organizational Culture and Employees’ Work Attitudes in Hospitals in Greece

Papadionysiou¹

2022

JQHE

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Purpose: The volatile socioeconomic conditions that prevail in Greece, significantly affect the healthcare sector. The match of employees’ and organizational values is considered as the critical factor in determining the level of employees’ work attitudes, such as work engagement, job satisfaction, and job burnout. The more employees accept the organization’s values and beliefs, assumptions, the stronger the Organizational Culture is, and the more influence has on the employees’ work attitudes. Thus, Organizational Culture is recognized to be the essential tool to shape the employee’s behavior and work attitudes. This paper aims to explore the Organizational Culture that prevails on Hospitals in Greece and at what extent the organizational culture is related to employees' working attitudes as work engagement, job satisfaction and job burnout. It also analyses these elements of the Greek hospital culture that cause negative affect to employees' working attitudes and how this may change. Method: This study collected data from public healthcare organizations, using questionnaires which are reliable from other researches in order to verify the results. These questionnaires were used to examine the culture of the hospitals in Greece that prevails and at what extent this culture affects employees' working attitudes. It is analyzed the correlation between the variables by using the structural equation model SEM. Findings: In the specific research our results support that Organizational Culture cannot predict employees’ Work Engagement and Job Satisfaction. Organizational Culture significantly influences the level of employees’Job Burnout. From the SEM analysis, we indicate a good fit of the hypothesized model. The type of Organizational Culture that prevails in the Health sector in Greece is the Hierarchic type. Originality: This research emerges the importance of organizational culture and at what extent affects employees' working attitudes. It reveals which is the prevailing culture of the hospitals in Greece in the public sector. Also, it shows the specific characteristics of the culture that can be improved in order to affect positively employees' working attitudes.

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The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

Cited by 17 publications

References 34 publications

Leadership for a healthy work environment – a question about who, what and how

Leadership for a healthy work environment – a question about who, what and how

Feasibility, psychological outcomes and practical use of a stress-preventive leadership intervention in the workplace hospital: the results of a mixed-method phase-II study

The Relationship between Organizational Culture and Employees’ Work Attitudes in Hospitals in Greece

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