The relationship of health-care managers' spirituality to their self-perceived leadership practices

2008 ◽  
Vol 21 (4) ◽  
pp. 236-247 ◽  
Author(s):  
James Gary Strack ◽  
Myron D Fottler ◽  
Ann Osbourne Kilpatrick
Keyword(s):  
Health Care ◽  
Leadership Practices ◽  
Effective Leadership ◽  
Health Care Managers ◽  
Spiritual Assessment ◽  
Care Managers ◽  
Significant Difference ◽  
Statistical Relationships ◽  
Effective Leadership Practices ◽  
The Relationship

This exploratory survey examines the relationship between selected dimensions of spirituality and self-perceived effective leadership practices of health-care managers. Kouzes and Posner's Leadership Practices Inventory and Beazley's Spiritual Assessment Scale were administered to a sample of health-care managers. Significant statistical relationships were found between and among the dimensions of both subscales. Analysis of variance revealed a statistically significant difference in three effective leadership practices by ‘more spiritual than non-spiritual’ managers. The confirmatory factor analysis of our theory-based model revealed a moderately positive correlation between spirituality and leadership ( r = 0.50). The paper concludes with a conceptual theory postulating a rationale for the relationship between spirituality and effective leadership.

scholarly journals Comparing Higher Education Practices and Cultural Competences in Kenya and the United States

2016 ◽  
Vol 6 (3) ◽  
pp. 127 ◽  
Author(s):  
Kennedy Musamali ◽  
Barbara N. Martin
Keyword(s):  
Higher Education ◽  
United States ◽  
Conceptual Framework ◽  
Leadership Practices ◽  
Cultural Intelligence ◽  
Effective Leadership ◽  
Educational Leaders ◽  
The United States ◽  
Effective Leadership Practices ◽  
The Relationship

<p>Examined within this paper are effective leadership practices across two cultures. Specifically, this study examined the relationship between cultural competency and effective leadership practices in higher education institutions. A quantitative design was used to investigate and compare effective practices of educational leaders in two distinct cultures, Kenya and the United States. Kouzes and Posner’s (2002) conceptual framework was used to examine effective leadership practices while the cultural intelligence conceptual framework developed by Earley and Ang (2003) was utilized to assess the influence of culture on effective leadership. A significant correlation was found between effective leadership practices and cultural intelligence. The results have implication for leadership practices in higher education settings across cultures.</p>

scholarly journals Examining effective leadership practices across cultures : a comparative study of higher education leaders in Kenya and the United States

2015 ◽  
Author(s):  
◽  
Kennedy A. Musamali
Keyword(s):  
Higher Education ◽  
United States ◽  
Leadership Practices ◽  
Effective Leadership ◽  
The United States ◽  
Research Approach ◽  
Cultural Competencies ◽  
Higher Education Leaders ◽  
Effective Leadership Practices ◽  
The Relationship

While many studies have examined effective leadership, few studies have examined effective leadership practices in higher educational settings (Braun, Nazlic, Weisweiler, Pawlowska, Peus and Frey, 2009; Bryman, 2007; Spendlove, 2007; Vilkinas and Ladyshewsky, 2011). In addition, far fewer studies have examined the relationship between cultural competencies and effective leadership skills in higher education (Smith and Hughey, 2006; Tang et al., 2011; Walker and Dimmock, 1999). In this study, a quantitative research approach was used to compare educational leaders from top ranked public universities in the midwestern state of Missouri in the United States to their counterparts in Kenya. The aim of the study was to examine whether there were any significant differences in how effective leadership was practiced in these two cultures. This study also examined the relationship between effective leadership and cultural competencies. Knowledge gained from the study was expected to facilitate a better understanding of effective leadership practices across cultures and provide insight on ways to advance, train, and develop cross-cultural leadership competencies in higher education settings."

Awareness of health care managers about organization of the medical rehabilitation

2020 ◽  
Vol 96 (2) ◽  
pp. 13-17
Author(s):  
O.B. Chernyakhovskij ◽  
V.V. Kochoubey ◽  
G.E. Salamadina ◽  
O.A. Kalinina
Keyword(s):  
Health Care ◽  
Work Experience ◽  
Health Management ◽  
Medical Rehabilitation ◽  
Average Score ◽  
Health Care Managers ◽  
General Group ◽  
Hospital Managers ◽  
Care Managers ◽  
Significant Difference

Objective: determine the level of knowledge about the organization of medical rehabilitation among the heads of medical institutions. Materials and methods: A survey of 216 people studying in continuing education courses in the specialty "Organization of Health Care and Public Health" was conducted. The questionnaire included group characteristics data (work experience as the head of the institution, place of work, the presence of a specialized department) and test questions. A frequency analysis, calculation of the average score, a comparative analysis of percentages and means in the selected groups, a correlation analysis of the experience and awareness of the respondents were performed. Results: the average score in the general group is 2.4 ± 0.18, in the group of outpatient institutions managers 2.3 ± 0.29, hospital managers 2.6 ± 0.21. There is no significant difference between the average scores of the two groups (t= -0.78, p=0.44); 4 (1.9%) of the respondents answered correctly for all of the test questions; 52 (24.1%) of the respondent gave no correct answer. A significant relationship between the health management experience and the average rating was not found in the general group (p = 0.44), in the group of outpatient institutions managers (p=0.13), hospital managers (p=0.56). We found a correlation between the average score and the presence of a rehabilitation department: in the general group (t = -13.6, p <0.05) and in individual groups: t = -16.3, p <0.05, t = -9, 1, p <0.05. Conclusion: low awareness of health care managers about the organization of medical rehabilitation was found.

scholarly journals Strengthening clinical governance through cultivating the line management role

2005 ◽  
Vol 29 (3) ◽  
pp. 353 ◽  
Author(s):  
Cathy Balding
Keyword(s):  
Health Care ◽  
Health Care Services ◽  
Effective Leadership ◽  
Clinical Governance ◽  
Daily Routine ◽  
Health Care Managers ◽  
Leadership And Management ◽  
Related Literature ◽  
Care Services ◽  
Care Managers

The implementation of clinical governance in health care services introduces increased responsibility and transparency around safety and quality into all staff roles. Encouraging staff to assume these responsibilities as part of their daily routine is fundamental to achieving effective clinical governance, and requires health care managers at all levels to embrace clinical governance leadership and management. Fostering this role will need to be approached skilfully if managers are to achieve effective leadership of clinical governance activities. This paper reviews the management and quality-related literature to explore how these roles may best be developed to ensure that health care managers are equipped and willing to undertake the critical task of translating clinical governance policy into day-to-day practice.

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