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Leadership styles and effectiveness ...

Mhoon-Walker, Etta J.

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Leadership styles and effectiveness among C-level healthcare executives.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Leadership styles and effectiveness among C-level healthcare executives./
Author:	Mhoon-Walker, Etta J.
Description:	130 p.
Notes:	Source: Dissertation Abstracts International, Volume: 74-06(E), Section: B.
Contained By:	Dissertation Abstracts International74-06B(E).
Subject:	Health Sciences, Health Care Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3553927
ISBN:	9781267936691

Leadership styles and effectiveness among C-level healthcare executives.
Mhoon-Walker, Etta J.

Leadership styles and effectiveness among C-level healthcare executives. - 130 p.

Source: Dissertation Abstracts International, Volume: 74-06(E), Section: B.

Thesis (Ph.D.)--Capella University, 2013.

Effective leadership is essential to circumnavigating the numerous obstacles confronting the healthcare industry. In addition, the current health system is suffering from a proficient leadership gap. However, identifying and developing executives with the greatest potential to become strong, up-and-coming healthcare C-level executive leaders can close this gap. The purpose of this quantitative cross-sectional research study was to explore the self-perceived leadership style(s) of C-level healthcare executives: chief executive officer (CEO), chief financial officer (CFO), chief human resource officer (CHRO), chief information officer (CIO), chief nursing officer (CNO), and chief operating officer (COO) as it relates to leadership readiness and leadership effectiveness. The study utilized Bass and Avolio's Multifactor Leadership Questionnaire 5X (MLQ 5X) short form to collect and measure C-level healthcare executives' leadership style. A researcher-designed questionnaire collected and measured data related to C-level healthcare executives perceived leadership readiness, leadership effectiveness, and demographic information. The study sample consisted of C-level healthcare executives currently employed in hospitals with 100 or more beds in the State of Georgia in the United States (U.S.). The online survey administrator, Mind Garden, facilitated the web-based survey. The survey was distributed to 447 C-level healthcare executives, which resulted in 111 participating in the study. Using a non-experimental cross-sectional descriptive design, the study addressed three research questions and three hypotheses. Linear and multiple regressions analyzed the hypotheses that drove this study. The study findings indicate there is a significant positive correlation between transactional leadership and leadership readiness and leadership effectiveness. Additionally, the study reveals transactional leaders were both more prepared to lead and more efficient in managing. The findings of this research study can be beneficial to academia and healthcare organizations that have the responsibility for developing future C-level healthcare executives. Healthcare organizations and management must comprehend, adopt, and encourage C-level executive leaders to ascertain their leadership style and seek opportunities to develop their style.

ISBN: 9781267936691Subjects--Topical Terms:

1017922
Health Sciences, Health Care Management.

Leadership styles and effectiveness among C-level healthcare executives.
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500 $a Source: Dissertation Abstracts International, Volume: 74-06(E), Section: B.
500 $a Adviser: Ray Borges.
502 $a Thesis (Ph.D.)--Capella University, 2013.
520 $a Effective leadership is essential to circumnavigating the numerous obstacles confronting the healthcare industry. In addition, the current health system is suffering from a proficient leadership gap. However, identifying and developing executives with the greatest potential to become strong, up-and-coming healthcare C-level executive leaders can close this gap. The purpose of this quantitative cross-sectional research study was to explore the self-perceived leadership style(s) of C-level healthcare executives: chief executive officer (CEO), chief financial officer (CFO), chief human resource officer (CHRO), chief information officer (CIO), chief nursing officer (CNO), and chief operating officer (COO) as it relates to leadership readiness and leadership effectiveness. The study utilized Bass and Avolio's Multifactor Leadership Questionnaire 5X (MLQ 5X) short form to collect and measure C-level healthcare executives' leadership style. A researcher-designed questionnaire collected and measured data related to C-level healthcare executives perceived leadership readiness, leadership effectiveness, and demographic information. The study sample consisted of C-level healthcare executives currently employed in hospitals with 100 or more beds in the State of Georgia in the United States (U.S.). The online survey administrator, Mind Garden, facilitated the web-based survey. The survey was distributed to 447 C-level healthcare executives, which resulted in 111 participating in the study. Using a non-experimental cross-sectional descriptive design, the study addressed three research questions and three hypotheses. Linear and multiple regressions analyzed the hypotheses that drove this study. The study findings indicate there is a significant positive correlation between transactional leadership and leadership readiness and leadership effectiveness. Additionally, the study reveals transactional leaders were both more prepared to lead and more efficient in managing. The findings of this research study can be beneficial to academia and healthcare organizations that have the responsibility for developing future C-level healthcare executives. Healthcare organizations and management must comprehend, adopt, and encourage C-level executive leaders to ascertain their leadership style and seek opportunities to develop their style.
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