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Leadership style profiles of middle‐level managers in social and health care

Leadership style profiles of middle‐level managers in social and health care Purpose – The aim of this paper is to examine leadership styles among middle‐level managers in social and health care using the leadership role definitions developed by Robert Quinn et al. . Design/methodology/approach – The data were obtained by means of a postal survey sent to middle‐line managers in social and health care services in municipalities and municipal federations within the responsibility area of one university hospital in Finland. The survey was sent to 703 managers, the response rate was 62 percent. Leadership styles differences were measured according to gender, professional background, activity sector, age, work experience and unit size. To determine statistical significance, t‐ test was used. Findings – Leadership roles of middle‐level managers were evenly distributed on a relatively high level. Statistically significant differences found in leadership styles were related to gender, professional background, activity sector and unit size. Leadership styles stressed intra‐organizational activities, while extra‐organizational roles received less attention. Originality/value – Using Quinn's model to describe leadership roles provides one view of the type of leadership style adopted by social and health care managers in a situation involving several ongoing reforms including those addressing management practices. Previously, Quinn's model has been widely employed to depict leadership roles in business management but rarely to model management in social and health care as in this paper. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership in Health Services Emerald Publishing

Leadership style profiles of middle‐level managers in social and health care

Elina Viitanen; Anne Konu
Leadership in Health Services , Volume 22 (2): 13 – May 1, 2009
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Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1751-1879
DOI
10.1108/17511870910953779
Publisher site
See Article on Publisher Site

Abstract

Purpose – The aim of this paper is to examine leadership styles among middle‐level managers in social and health care using the leadership role definitions developed by Robert Quinn et al. . Design/methodology/approach – The data were obtained by means of a postal survey sent to middle‐line managers in social and health care services in municipalities and municipal federations within the responsibility area of one university hospital in Finland. The survey was sent to 703 managers, the response rate was 62 percent. Leadership styles differences were measured according to gender, professional background, activity sector, age, work experience and unit size. To determine statistical significance, t‐ test was used. Findings – Leadership roles of middle‐level managers were evenly distributed on a relatively high level. Statistically significant differences found in leadership styles were related to gender, professional background, activity sector and unit size. Leadership styles stressed intra‐organizational activities, while extra‐organizational roles received less attention. Originality/value – Using Quinn's model to describe leadership roles provides one view of the type of leadership style adopted by social and health care managers in a situation involving several ongoing reforms including those addressing management practices. Previously, Quinn's model has been widely employed to depict leadership roles in business management but rarely to model management in social and health care as in this paper.

Journal

Leadership in Health Services – Emerald Publishing

Published: May 1, 2009

Keywords: Health services; Leadership; Social care; Middle managers; Finland

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