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|Title: ||Leadership Effectiveness of Hospital Managers: Its Implication to Continuing Education|
|Authors: ||Valdez, Francisco A.|
|Keywords: ||Leadership effectiveness|
Continuing Education Program
Chiefs of Hospitals
Standards Educational Qualification
Years of Service to the Present Position
|Issue Date: ||Mar-1994 |
|Abstract: ||8.1 Summary: This study was undertaken to assess the leadership effectiveness of the hospitals and the chief nurses as perceived by themselves and as perceived by the hospital personnel directly supervised by them, namely, the medical staff and the nursing staff. It also tried to determine the differences of the hospital manager’s effectiveness along the 8 areas of leadership behaviors namely, communication, teamwork, participation, initiation, support, standards, objectives and measures and feedback when educational qualification, personal experience and years of service in the present position are considered.
The study made use of the descriptive research method. Questionnaire on Leadership effectiveness assessment were used to gather the needed data. Weighed mean, t- test and Analysis of Variance with the Scheffe’s test if necessary were the statistical tools employed in the treatment of data.
The respondents of the study were 4 chiefs of hospitals, 16 chief nurses, 51 medical staff and 91 nursing staff of the district hospitals in Region 01. There was a total of 172 respondents.
8.2 Findings: The chiefs of hospitals perceived themselves to be very effective along the areas of communication, teamwork, participation, support and standards but moderately effective on initiative and feedback. The chief nurses perceived themselves to be very effective on communication, participation, support, objectives and measures yet, moderately effective on initiative, teamwork, standards and feedback. Significant differences between the perceptions were soon along communication and participation.
Significant differences were noted among the perception of the Chiefs of hospitals when educational qualification is the variable along the area of communication, so with the when professional experience is the variable. However, when years of service in the present position is the variable, significant differences among the perceptions where noted on support, standards and on objectives and measures.
Significant differences on the perceptions of the chief nurses were not seen in any of the leadership areas when educational qualification is the variable. Same findings holds true when professional experience is the variable. However, significant differences were noted along the areas of communication and participation when years of service in the present position is the variable.
The medical staff perceived the chiefs of hospitals to be very effective on participation, yet moderately effective along the areas of communication, teamwork, initiative, support, standards, objectives and measures and feedback. The nursing staff on the other hand, perceived the chief nurses to be very effective on participation and moderately effective on the other areas of leadership behaviors. No significant difference between the perceptions of the 2 groups of respondents were noted on all the 8 areas of leadership.
Significant differences were noted between the perception of the chiefs of hospitals and the medical staff along the areas on communication, teamwork, participation, support and standards. No significant differences, however, were noted on the perceptions between the chief nurses and the nursing staff on all the 8 areas of leadership behaviors.
8.3 Conclusions On the basis of the findings of the study, the following conclusions have been arrived at:
There are significant differences between the self- perception of the chiefs of hospitals and the chief nurses in their leadership effectiveness on communication and participation. There are significant differences among the self- perception of the chiefs of hospitals along the area of communication when educational qualification and professional experience are the variables respectively as no significant differences exist when years of service in the present position is the variable. As far as the chief nurses are concerned, there are no significant differences among the perceptions on all areas of leadership when educational qualification and professional experience respectively leaders on all areas of leadership. There are significant differences between the perception of the medical staff along the areas of communication, teamwork, participation, support, and standards. There are no significant differences between the perception of the chief nurses and the perception of the nursing staff on all the 8 areas of leadership behaviors.
8.4 Recommendation. With the above conclusions, the following recommendations are offered:
To develop and strengthen leadership effectiveness of hospital managers, the proposed program for continuing education should be implemented. A semi – annual assessment on the leadership effectiveness of the hospital managers be undertaken so that the strengths as well as weaknesses be known which shall serve as a basis or springboard for their training program in leadership and management. Findings of this study should be disseminated in all hospitals which could be a basis for deliberation and discussion during staff meeting. A similar study should be undertaken to determine the other factors that influence leadership. Other aspects of leadership like style could be included in such studies.|
|Description: ||Thesis (Ph.D. : Education). -- Saint Louis University, Baguio City, 1994.|
|Appears in Collections:||School of Teacher Education|
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