Impact of Leadership Styles on Healthcare Team Performance and Patient Satisfaction
DOI:
https://doi.org/10.56294/hl2024.373Keywords:
Investigate, Quantitative, Regression, AutocraticAbstract
Introduction: The impact of Leadership on healthcare team performance and patient satisfaction has been highly researched within the healthcare industry. However, literature examining the specific leadership styles and their effects on these outcomes is limited. The present study was conducted to analyze the impact of different leadership styles on healthcare team performance and patient satisfaction.
Methods: Data were collected from 200 healthcare providers and 500 patients using a quantitative research design in numerous healthcare institutions. Leadership styles were assessed using the Multifactor Leadership Questionnaire. Team performance was measured using the Team Performance Scale, and patient satisfaction was measured using the modified Consumer Assessment of Healthcare Providers and Systems survey.
Results: Results revealed a high positive correlation between transformational leadership and team performance, demonstrating the direct effect of leaders who stimulate and engage their group. Autocratic leadership, however, was negatively correlated with making and can have implications for the dynamics of the team and, subsequently, their performance. A positive relationship between transformational and democratic leadership and clinical nurse satisfaction was shown.
Conclusions: The results of this research indicate that leadership styles are vital factors that affect healthcare teams' functioning and patient satisfaction. It demonstrates how healthcare leaders can positively impact their teams and patients by employing transformational and democratic styles. That strong leadership can improve the quality of healthcare delivered.
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Copyright (c) 2024 Supriya Awasthi, Bijal Zaveri , Sonali Parida , Sahil Suri, Amritpal Sidhu, Pooja Varma, M. M. Thorat (Author)
This work is licensed under a Creative Commons Attribution 4.0 International License.
The article is distributed under the Creative Commons Attribution 4.0 License. Unless otherwise stated, associated published material is distributed under the same licence.
