A study of the leadership styles of health care managers and their impacts on the job satisfaction of the subordinates in a pilot hospital

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A study of the leadership styles of health care managers and their impacts on the job satisfaction of the subordinates in a pilot hospital

 

Author: Ip, Yan-yan Ivy
Title: A study of the leadership styles of health care managers and their impacts on the job satisfaction of the subordinates in a pilot hospital
Degree: M.Sc.
Year: 1995
Subject: Health services administrators -- China -- Hong Kong
Hospitals -- China -- Hong Kong -- Administration
Job satisfaction
Hong Kong Polytechnic University -- Dissertations
Department: Multi-disciplinary Studies
Pages: iv, 64 p. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1202755
URI: http://theses.lib.polyu.edu.hk/handle/200/996
Abstract: Persistent problems in the delivery of health services in Hong Kong, such as long waiting time and overcrowding in many hospitals, reflected the need to reform the management of the health services. The establishment of the Hong Kong Hospital Authority in 1991 injected New Management Initiatives ( NMI ) in the delivery of health services. Decentralization and participatory management were the theme in the new management concept. At present, there exists no formal document in evaluating the outcome of the New Management Initiatives of the Hospital Authority. Admittedly, the overall impact of the implementation of the New Management Initiatives of the Hospital Authority in the 39 institutions is difficult to assess as it would be a very large scale study and each institution has its own characteristics. This case study of a pilot hospital ---- United Christian Hospital,.revealed from a behavioral analysis that health care managers did not show an extreme type of leadership style under the NMI. Moreover, results also showed that there was no one fixed leadership style which could yield high job satisfaction in staff. As UCH was one of the first eight pilot hospitals to implement the NMI, thorough management transformations had taken place. Study on the behavioral climate of this hospital suggested that careful design on the management courses which could guide the managers to choose the right leadership styles at the right time, injection of incentives so as to get staff more involved in the new culture and parallel evaluation on both the behavioral climate of staff in the hospitals and the quality of services were important for further improvement in the transformation package of the NMI.

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