The well-being of people around the world and in every community depend on healthcare. Yet, exponential shifts in globalization, technology and the environment have destabilized healthcare systems across the globe. Hence, the future of healthcare is forecast to be volatile, uncertain, complex and ambiguous (Porter & Teisberg, 2006). To face current and future challenges, healthcare leaders will be expected to operate consciously and effectively while under extreme pressure. While a number of inter- and intra-personal characteristics and traits are associated with effective leadership through volatility, chief among them is self-awareness (Hernandez, Luthanen, Ramsel, & Osatuke, 2015). Unfortunately, however, no study has yet examined the degree to which self-awareness is associated with leadership effectiveness among healthcare leaders. The purpose of this study was to address a clear gap in the existing literature by modeling global leadership self-awareness among healthcare executives using a sample of healthcare executives. The results of the empirical analysis will provide insight into the following questions: What factors predict self-awareness on Level 1 Global Leadership competencies of integrity, courage and resiliency? Is self-awareness on Level 1 Global Leadership competencies associated with leadership effectiveness? A series of descriptive statistics and multiple linear regression analysis were conducted, leveraging 360-degree assessment data for nearly 100 executives in healthcare. The assessment measured 24 leadership effectiveness competencies and provided three scores: self, other and importance. The focus of the research was on the Level 1 competencies of integrity, courage and resiliency, as the foundational skills for global leadership. The effect of gender, minority status, age and professional background were included as covariates in the regression models. In summary, importance score was positively correlated with self-awareness. Age was found to have a positive relationship with effectiveness. Minority status showed a negative relationship with self-awareness scores, indicating higher over-claiming. Of the competencies, integrity self-awareness was found to be the most significantly related to leadership effectiveness. As integrity self-awareness decreased (higher over-claiming), effectiveness also decreased. Finally, the research highlighted the positive effect humility (under-claiming) has on effectiveness. The findings have fascinating implications for both practice and research for conscious global leaders in healthcare.
|Commitee:||Mather, Barbara, Schmieder, June|
|School Location:||United States -- California|
|Source:||DAI-A 80/09(E), Dissertation Abstracts International|
|Subjects:||Business education, Organizational behavior, Health care management|
|Keywords:||Conscious leadership, Executive coaching, Global leadership, Healthcare leadership, Self-awareness, Talent management|
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