Physician Leadership Styles and Effectiveness: An Empirical Study

The authors study the association between physician leadership styles and leadership effectiveness. Executive directors of community health centers were surveyed (269 respondents; response rate = 40.9 percent) for their perceptions of the medical director’s leadership behaviors and effectiveness, us...

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Bibliographic Details
Published in:Medical care research and review 2005-12, Vol.62 (6), p.720-740
Main Authors: Xirasagar, Sudha, Samuels, Michael E., Stoskopf, Carleen H.
Format: Article
Language:English
Subjects:
Adult
Clinical leadership
Community Health Centers
Data Collection
Doctors
Effectiveness studies
Empirical Research
Female
Humans
Leadership
Male
Medical directors
Middle Aged
Perceptions
Physicians
Quality of care
Transactional leadership
Transformational leadership
United States
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Summary:The authors study the association between physician leadership styles and leadership effectiveness. Executive directors of community health centers were surveyed (269 respondents; response rate = 40.9 percent) for their perceptions of the medical director’s leadership behaviors and effectiveness, using an adapted Multifactor Leadership Questionnaire (43 items on a 0-4 point Likert-type scale), with additional questions on demographics and the center’s clinical goals and achievements. The authors hypothesize that transformational leadership would be more positively associated with executive directors’ ratings of effectiveness, satisfaction with the leader, and subordinate extra effort, as well as the center’s clinical goal achievement, than transactional or laissez-faire leadership. Separate ordinary least squares regressions were used to model each of the effectiveness measures, and general linear model regression was used to model clinical goal achievement. Results support the hypothesis and suggest that physician leadership development using the transformational leadership model may result in improved health care quality and cost control.
ISSN:1077-5587
1552-6801
DOI:10.1177/1077558705281063