Evaluation of the Relationship Between Leadership Characteristics and Motivation and Satisfaction in Health Institutions

Evaluation of the Relationship Between Leadership Characteristics and Motivation and Satisfaction in Health Institutions

Zafer Adiguzel (Medipol Business School, Istanbul Medipol University, Turkey)
DOI: 10.4018/978-1-7998-2329-2.ch002

Abstract

This article describes how due to the globalization activities, where competition is very intense and economic, technological and international environmental elements are also very active and uncertain. In the 21st century, the concept “management” stands out so that all institutions, including health institutions, can see their present and future locations, anticipate opportunities and threats, adapt to all the changes that have taken place, make their services more effective and sustain their success. Organizations need leaders who are open to teamwork, encouraging, creative, sociable, energetic, attaching importance to their subordinates' feelings, thoughts, needs and expectations, taking care to develop high quality relations with their subordinates and respecting their subordinates. Within the scope of the study, the understanding of leadership in health institutions and the importance of leadership are emphasized; the effects of leadership on the motivation, satisfaction and performance of the employees
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Introduction

Due to the nature of their activities in the environment in which they live, health institutions interacting with many different individuals and organizations must provide effective and high quality services, manage technology and human resources successfully, and manage the problems experienced within the to produce permanent solutions and to ensure the continuous development of the institution. In order to achieve this, the presence of leaders with strong characteristics in health institutions is very important. The level of interactions they have with their subordinates as well as the characteristics required by healthcare leaders are another issue that needs to be carefully examined. This unique interaction relationship between leader and subordinate, which develops over time, is called “leader-member interaction” in the literature (Yukl, 2010).

In health institutions where different and more sensitive service delivery is realized compared to institutions in other sectors; the inconsistency and uncertainty of the demands, the existence of complex service delivery processes, the necessity of providing services in coordination in large and complex teams, and the rapid development and change of technology and medicine increase the importance of both leadership and the level of interaction between the leader and subordinates. Because any relationship or communication disorders or conflicts between the leader and the subordinate will affect the quality of the health service and the health status of the patient will be reflected. Therefore, it is essential that healthcare leaders develop high quality relationships with their subordinates based on mutual support, trust, respect and understanding. The interaction relationship between the leaders and subordinates affects the atmosphere in the organization and affects many individual and organizational output variables such as performance, organizational commitment, job satisfaction, burnout and intention to quit (Dulebohn et al., 2012).

Due to the nature and sensitivity of the services provided in health institutions, there is a greater need for exhibiting and promoting extra behaviors. Because the insufficiencies in the organizational citizenship behaviors of the employees may lead to a decrease in individual and total performance and as a result, inadequacy in the provision of health services may occur (Kolade et al., 2014). For this reason, it is thought that health professionals who have stronger communication with their leaders, who receive more supportive behavior from their leaders and who receive more consultancy, who love their leaders and who are satisfied with their relationship with their leaders, will voluntarily go beyond their expectations by spending more effort and time (VanYperen et al., 1999). Leadership is an entire process that involves influencing and directing the activities of one person to achieve the goals of individuals or groups (Rost, 1993). As life quality and duration increases, the importance of healthy living and health institutions has increased. When the competitive environment is considered, health institutions like other businesses need strong leaders with vision, who are aware of their mission to keep themselves superior to their competitors and to carry them to the future without shaking. People who can respond to changing competition conditions in a timely manner and with new methods and continuously improve their management knowledge and at the same time lead these services are of great importance (Uno and Zakariasen, 2010). Leadership in health services is of great importance in terms of following innovations and adapting to current situations. In this case, in order for health workers to produce quality health services and work efficiently, innovative, knowledge-based collaborative, collective employees, leaders who can communicate well, distribute authority to their subordinates and who can trust them are needed. Health care workers determine the quality of health service with the level of performance they perform in their duties and patient satisfaction or dissatisfaction occurs in proportion to the quality of the service. The aim of this study is to investigate the relationship between the concepts of leadership, job satisfaction and motivation towards the organizational commitment of the employees.

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