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ABSTRACT
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This
cross-sectional survey research study used Robert E. Quinn's (1992) assessment
instrument, based on Quinn and Rohrbaugh's (1983) competing
values framework of leadership, to examine perceived leadership roles and
related leadership competencies among physician leaders. Three types of physician
leaders in nonprofit community hospitals were
surveyed: volunteer hospital Medical Staff presidents, employed vice
presidents for medical affairs, and employed physician-hospital organization
leaders. The purpose of this study was to determine if and how perceived
leadership roles and related competencies vary across major health care
market stages, to extend the current state of normative literature and
trait-based research in leadership theories, applied physician leadership
studies and leadership competency research. Five questions were examined:
(a) what is the correlation, if any,
between health care market stages and perceived leadership roles; (b) do physician leaders in different roles perceive
significant role variation, and if so, how; (c) do
physician leaders' perceived current roles
differ from what they think their leadership roles should be in their health
care market environment;(d) whether
perceived leadership competencies correlate with various leadership roles;
and (e) whether personal leadership
characteristics affected perceived roles and competencies. Multiple
regression analysis, discriminent function
analysis, correlational methods and factor analyses
were used to examine these questions. Results showed little role variation
except in the most complex market stage, with a fairly close fit between
current (is) and normative (should) roles. The correlations between specific
roles and their related competencies were not consistent, and personal
characteristics did not significantly affect perceived roles. Factor analyses
showed partial support for the original competing values theoretical
framework. These findings suggest that leadership theories and roles derived
from hierarchical organizations in a competitive, for profit setting may not
be relevant where leaders have multiple professional roles, in addition to
hierarchical relationships, and functions in nonprofit
organizations, even though they compete in the market place. Furthermore, the
need to discriminate managerial from leadership roles was suggested.
Practical implications suggest that physician leaders may need much greater
information to establish a sense of responsiveness to the health care
marketplace as a strategic organizational concern.
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