An Analysis of the Influence of Multilevel Leadership on the Effectiveness of Provincial Hospitals in the Kwa-Zulu Natal Province

2.50
Hdl Handle:
http://hdl.handle.net/10755/162103
Category:
Abstract
Type:
Presentation
Title:
An Analysis of the Influence of Multilevel Leadership on the Effectiveness of Provincial Hospitals in the Kwa-Zulu Natal Province
Author(s):
Mabaso, Mokgadi
Abstract:
The purpose of this study was to describe and identify the leadership style that prevails in health care institutions, in order to establish the influence of multilevel leadership on the effectiveness of hospitals in Kwa-Zulu Natal. Hunt`s extended multilevel leadership model was used as a conceptual framework. Six institutions were selected by random sampling, categorized into three sizes i.e. large institutions with number of beds above 400, middle sized between 200 - 400 and smaller institutions with a bed state below 200. Three categories of leaders were as top, middle and operational leadership. The 8 leaders included the chief medical superintendent, the hospital secretary, the chief nurse manager, two area nurse managers and the three operational nurse managers in each of the six institutions. A total of 48 MLQ instruments designed by Bass and Avolio (1989) focused on leadership style was used to identify transformational, transactional and non-leadership styles. 121 questionnaires were distributed to staff and community to measure hospital effectiveness. Interviews were carried out on patients and visitors to establish patients` satisfaction. The effectiveness of health care services was described by goal attainment, level of support and systems achievement. The instruments to measure goal attainment and level of support were designed by the researcher. The 6 institutions were measured for systems achievement by using the instrument designed by Beattie, Rispel and Cabral (1995). The criteria used to assess infrastructure, access to the institution, management of personnel, management of resources, patient satisfaction, community outreach programmes and the process of care, was based on the criteria developed by Beattie, Rispel and Cabral (1995). A correlation was done to establish the relationship between leadership style and hospital effectiveness. Findings; the area manager exhibited the leadership style that is predominantly transformational, the other four categories identified in the study revealed a leadership style that was predominantly transactional. Of the six institutions two revealed a transformational leadership style and three revealed a transactional leadership style. One institution reflected a Laissez-Faire leadership style. The overall leadership style was transactional. On comparing the three effectiveness criteria goal attainment was identified as the most effective area of achievement followed by systems achievement and the least being level of support. A MANOVA multivariate analysis of variance revealrd that the relationship between leadership style and goal attainment was not significant. The relationship between leadership style and level of support was significant. On further analysis using the Sheffe test, it was found that the level of support was significantly related to transformational leadership. The relationship between leadership style and systems achievement was not established, because the sample size of six institutions was too small. The overall relationships between leadership style and hospital effectiveness was significant at p=0.01 level. Recommendations; included that all categories of leadership at institutions are to increase their diagnostic level of awareness of their leadership styles. Rigorous education and training on leadership and support were essential. A further recommendation was that the methodology used in this study to measure hospital effectiveness be used more widely as a management tool. A common instrument used to evaluate acceptable standards of health care assessment should be used to ensure comparison between and within institutions in Kwa-Zulu Natal. There was a need for further research to establish the influence of leadership style on hospital effectiveness in order to ensure quality care by health care providers and to increase professional efficiency and effectiveness in the hospitals of Kwa-Zulu Natal.
Repository Posting Date:
27-Oct-2011
Date of Publication:
27-Oct-2011
Conference Date:
2004
Conference Name:
Fourth Conference of the Africa Honour Society
Conference Host:
Africa Honour Society of Nursing
Description:
The Africa Honour Society of Nursing was chartered in Gaborone, Botswana on 4 August 2004 and became the Tau Lambda-at-Large Chapter of the Honor Society of Nursing, Sigma Theta Tau International.
Note:
This is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.

Full metadata record

DC FieldValue Language
dc.type.categoryAbstracten_US
dc.typePresentationen_GB
dc.titleAn Analysis of the Influence of Multilevel Leadership on the Effectiveness of Provincial Hospitals in the Kwa-Zulu Natal Provinceen_GB
dc.contributor.authorMabaso, Mokgadien_US
dc.identifier.urihttp://hdl.handle.net/10755/162103-
dc.description.abstractThe purpose of this study was to describe and identify the leadership style that prevails in health care institutions, in order to establish the influence of multilevel leadership on the effectiveness of hospitals in Kwa-Zulu Natal. Hunt`s extended multilevel leadership model was used as a conceptual framework. Six institutions were selected by random sampling, categorized into three sizes i.e. large institutions with number of beds above 400, middle sized between 200 - 400 and smaller institutions with a bed state below 200. Three categories of leaders were as top, middle and operational leadership. The 8 leaders included the chief medical superintendent, the hospital secretary, the chief nurse manager, two area nurse managers and the three operational nurse managers in each of the six institutions. A total of 48 MLQ instruments designed by Bass and Avolio (1989) focused on leadership style was used to identify transformational, transactional and non-leadership styles. 121 questionnaires were distributed to staff and community to measure hospital effectiveness. Interviews were carried out on patients and visitors to establish patients` satisfaction. The effectiveness of health care services was described by goal attainment, level of support and systems achievement. The instruments to measure goal attainment and level of support were designed by the researcher. The 6 institutions were measured for systems achievement by using the instrument designed by Beattie, Rispel and Cabral (1995). The criteria used to assess infrastructure, access to the institution, management of personnel, management of resources, patient satisfaction, community outreach programmes and the process of care, was based on the criteria developed by Beattie, Rispel and Cabral (1995). A correlation was done to establish the relationship between leadership style and hospital effectiveness. Findings; the area manager exhibited the leadership style that is predominantly transformational, the other four categories identified in the study revealed a leadership style that was predominantly transactional. Of the six institutions two revealed a transformational leadership style and three revealed a transactional leadership style. One institution reflected a Laissez-Faire leadership style. The overall leadership style was transactional. On comparing the three effectiveness criteria goal attainment was identified as the most effective area of achievement followed by systems achievement and the least being level of support. A MANOVA multivariate analysis of variance revealrd that the relationship between leadership style and goal attainment was not significant. The relationship between leadership style and level of support was significant. On further analysis using the Sheffe test, it was found that the level of support was significantly related to transformational leadership. The relationship between leadership style and systems achievement was not established, because the sample size of six institutions was too small. The overall relationships between leadership style and hospital effectiveness was significant at p=0.01 level. Recommendations; included that all categories of leadership at institutions are to increase their diagnostic level of awareness of their leadership styles. Rigorous education and training on leadership and support were essential. A further recommendation was that the methodology used in this study to measure hospital effectiveness be used more widely as a management tool. A common instrument used to evaluate acceptable standards of health care assessment should be used to ensure comparison between and within institutions in Kwa-Zulu Natal. There was a need for further research to establish the influence of leadership style on hospital effectiveness in order to ensure quality care by health care providers and to increase professional efficiency and effectiveness in the hospitals of Kwa-Zulu Natal.en_GB
dc.date.available2011-10-27T09:53:35Z-
dc.date.issued2011-10-27en_GB
dc.date.accessioned2011-10-27T09:53:35Z-
dc.conference.date2004en_US
dc.conference.nameFourth Conference of the Africa Honour Societyen_US
dc.conference.hostAfrica Honour Society of Nursingen_US
dc.descriptionThe Africa Honour Society of Nursing was chartered in Gaborone, Botswana on 4 August 2004 and became the Tau Lambda-at-Large Chapter of the Honor Society of Nursing, Sigma Theta Tau International.en_US
dc.description.noteThis is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.-
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