|Title:||The leadership practices of middle managers : a case study in Clinical Oncology Department|
|Subject:||Hospital Authority. Clinical Oncology Department|
Middle managers -- China -- Hong Kong -- Case studies
Middle managers -- Job satisfaction -- China -- Hong Kong -- Case studies
Leadership -- Case studies
Hong Kong Polytechnic University -- Dissertations
Department of Management
|Pages:||v, 87,  leaves : ill. ; 30 cm|
|Abstract:||The health services industry of Hong Kong is facing great changes. Limited financial resources make it difficult for the hospitals to produce the services that the public needs. The problems of restricted financing of health services and the introduction of competitive market environment further increase the difficulties. The public hospital system can hardly cope with the demand quantitatively and qualitatively. A simple increase of the funding cannot relieve the situation wholly. Effective leadership is the skill that the managers require. This dissertation aims to study the relationship between the leadership practices of middle managers of Clinical Oncology Department in hospitals of Hospital Authority, perceived by their subordinates, and the subordinates' job satisfaction. The behavioural approach of leadership, Leadership Behaviours developed by Kouzes and Posner (1995) is used to describe the managers' leadership practices. They identify five Leadership Behaviours: Challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, Modelling the Way and Encouraging the Heart. The Job Satisfaction Measure developed by Cheung, Shae, Wong, Luk and Fielding (1993) is employed to measure the job satisfaction of the Therapeutic Radiographers. A correlational study was conducted to study their relation. A questionnaire was used to collect the information and total 84 questionnaires were accepted by the study. Multiple regression analysis showed that the Five Leadership Behaviours are significantly related to the total job satisfaction with sig. F less than 0.05, and explain about 42% of the variation of job satisfaction (adjusted R square 0.423). Modelling the Way is the significant individual predictor of the job satisfaction (sig. t < 0.05). Different behaviours are significantly related to different facets of job satisfaction. Challenging the Process is the predictor of Personal Control and Communication. Inspiring a Shared Vision is the predictor of Pay and Prospect. Enabling Others to Act is the predictor of Job Nature, Locus of Control and Communication. Modelling the Way is the predictor of Commitment, Professionalism, Education and Training. Encouraging the Heart is not related to any facets of job satisfaction. Demographic variables, gender, age and qualification held for registration, do not moderate the relation between the leadership Behaviours and Total Job Satisfaction. Years of service of the Radiographer moderates that relationship (sig. t < 0.05). The results suggest that the leadership practices of the middle managers could predict the job satisfaction of their subordinates. The managers can apply the effects of various behaviours on specific facet of job satisfaction to maximize the responses of job satisfaction. Further research can be carried out to include the rewards as independent variable or the productivity as another dependent variable.|
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