The Science Journal of the American Association for Respiratory Care

2001 OPEN FORUM Abstracts

AN INVESTIGATIONIN LEADERSHIP STYLES AND EMPLOYEE OUTCOMES IN RESPIRATORY CARE

Anna W. Parkman,Ph.D., MBA, RRT, University of Charleston, Charleston, WV.

BACKGROUND:Respiratory care managers and supervisors are challenged as never before todeliver cost effective quality care in an era of decreasing compensation, alarmingmanpower shortages, and rising consumer expectations. In an effort to meet thecontinually changing demands of the health care systems and provide leadershipwithin the profession, many have begun to explore leadership styles and theeffects these have on employee outcomes particularly those related to retentionand productivity. No published studies focus on leadership styles and outcomesin Respiratory Care.

Methods: A nationwide randomsample (N=841) of staff respiratory therapists completed Bass?s Multi-FactorLeadership Questionnaire (MLQ 5X-Short Form) to determine the relationship betweenthe transformational, transactional, or the laissez-faire leadership style ofrespiratory care managers and the outcome variables of satisfaction with theleader, perception of leadership effectiveness and willingness to exert extraeffort. The data was analyzed utilizing the multivariate analysis techniquesof product-moment correlation coefficients and multiple regression to examinethe relationship between independent and dependent variables. Correlation coefficientswere utilized to assess the strength of the linear relationship between demographicvariables, the MLQ Form derived leadership factors, and the outcome variables.

Results: Staff therapistsworking in the acute care environment perceive the supervisors and managersto whom they report as exhibiting transformational leadership behaviors morefrequently than transactional or laissez-faire leadership practices. A significantrelationship (p=0.01) exists between the respiratory care manager?s leadershipstyle as perceived by the employee and all three of the outcome variables. Further,findings indicate that there is no significant relationship between gender andthe leadership style of respiratory care managers and supervisors as perceivedby subordinate staff therapists.

CONCLUSION: Bass?s (1985)Full Range Model of Leadership offers leaders in the field the opportunity todirectly impact on outcomes in the respiratory care department. The findingsindicate an opportunity to increase positive subordinate outcomes and retentionof employees through the application of transformational leadership in respiratorycare.

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