The healthcare environment, specifically hospitals, face a turbulent environment and external forces that present difficult challenges to leaders. Hospital leaders are required to do more with less and navigate to ensure a profitable bottom line and high ratings of patient satisfaction. However, viewing solutions, such as developing a new force of leaders, to navigate through such a hostile environment may not be the only answer. This study seeks not to understand the leader solely, but is focused on the leadership process and the effect followers create due to their behaviors and attributes that influence leaders.
The study draws from the scholarship of positive organizational behavior particularly that of its positive construct of Psychological Capital and followership theories. In order to understand the follower’s influence on the leader, the study uses quantitative methods to analyze the Psychological Capital Questionnaire and the Multifactor Leadership Questionnaire instruments to identify a relationship between followers Psychological Capital and the followers’ rating of leadership behavior inclusive of transformational and transactional leadership and laissez-faire.
The results of the study concluded that there is a positive relationship between Psychological Capital and the leadership dimensions scales from the Multifactor Leadership Questionnaire as both rated by the follower, but no statistical correlation significance. There was a significant correlation in regards to follower demographics and leaders behavior as rated by the follower.
|Commitee:||Biseda, Marlene A., Mangiofico, Gary L.|
|School Location:||United States -- California|
|Source:||DAI-A 77/05(E), Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior, Health care management|
|Keywords:||Followership, Hospitals, Leadership, Psychological capital|
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