The purpose of this qualitative phenomenological study was to explore professional physician and administrative leader perceptions of followership in a large multidisciplinary healthcare organization. This study used a modified van Kaam method by Moustakas (1994) with in-depth, semi-structured interviews to explore the lived experiences of a purposive sample of 20 physician and administrative leaders at the Mayo Clinic in Rochester, Minnesota. Findings included five core themes: (a) mission, vision, and values of the organization, (b) teamwork, (c) education and leadership development, (d) people and relationship-based, and (e) communication. The conclusions derived from this study suggest that an initial effort at understanding the perceptions of followership among physician and administrative leaders may lead to a greater comprehension of the ways that effective leadership is the result of a combination of the work of both leaders and followers. Research data supports that the quality and substance of the relationship between leaders and followers in the healthcare setting influences an organizations performance and success.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-B 69/02, Dissertation Abstracts International|
|Keywords:||Followership, Health care organizations|
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