You are viewing the site in preview mode

Skip to main content

Advertisement

Table 2 Leadership styles in relation to position, profession and gender

From: Self-perception of leadership styles and behaviour in primary health care

  Position Profession Gender
Deputy Manager Nurse Physician Male Female
TFL 3.31 (0.33) 3.3 (0.3) 3.34 (0.32) 3.24 (0.31) 3.24 (0.31) 3.32 (0.32)
Charisma/Inspirational 3.32 (0.34) 3.32 (0.29) 3.36 (0.32) 3.27 (0.31) 3.26 (0.33) 3.34 (0.31)
Inspirational motivation 3.31 (0.39) 3.28 (0.37) 3.35 (0.38) 3.22 (0.38) 3.21 (0.37) 3.33 (0.38)
Intellectual motivation 3.26 (0.39) 3.23 (0.38) 3.3 (0.39) 3.17 (0.37) 3.2 (0.38) 3.26 (0.39)
Individualized consideration 3.26 (0.39) 3.18 (0.35) 3.31 (0.36) 3.09 (0.37) 3.13 (0.35) 3.26 (0.38)
Behavioural influence 3.47 (0.38) 3.53 (0.32) 3.5 (0.38) 3.49 (0.32) 3.47 (0.36) 3.5 (0.36)
Attributed influence 3.17 (0.36) 3.12 (0.35) 3.21 (0.35) 3.06 (0.35) 3.07 (0.37) 3.18 (0.34)
TRL 3.34 (0.38) 3.28 (0.32) 3.38 (0.35) 3.2 (0.34) 3.18 (0.36) 3.35 (0.34)
Contingent reward 3.43 (0.45) 3.41 (0.35) 3.48 (0.42) 3.34 (0.37) 3.26 (0.44) 3.48 (0.38)
Passive management by exception 1.06 (0.63) 1.05 (0.49) 1.03 (0.6) 1.08 (0.53) 1.24 (0.53) 0.99 (0.58)
Active management by exception 3.05 (0.51) 3.03 (0.47) 3.07 (0.5) 2.99 (0.48) 2.91 (0.5) 3.08 (0.49)
CAL 1.82 (0.42) 1.73 (0.27) 1.79 (0.41) 1.76 (0.28) 1.81 (0.32) 1.77 (0.38)
Laissez faire 1.47 (0.56) 1.26 (0.42) 1.4 (0.54) 1.33 (0.47) 1.4 (0.54) 1.37 (0.51)
Passive management by exception 1.29 (0.57) 1.17 (0.39) 1.24 (0.54) 1.23 (0.43) 1.33 (0.48) 1.21 (0.5)
Positive/organizational outcomes
Satisfaction 3.05 (0.4) 2.98 (0.36) 3.08 (0.38) 2.91 (0.38) 2.96 (0.35) 3.04 (0.39)
Efficiency 3.02 (0.4) 3.02 (0.37) 3.03 (0.39) 3 (0.38) 2.91 (0.37) 3.05 (0.38)
Extra effort 3.03 (0.43) 2.95 (0.39) 3.04 (0.41) 2.91 (0.4) 2.91 (0.39) 3.02 (0.42)
  1. Values are the Mean (SD) obtained from a Likert-type scale with five points for each item (0 = never; 1 = rarely; 2 = sometimes, 3 = often; 4 = frequently); : p < 0.05
  2. TFL Transformational leadership, TRL Transactional leadership, CAL Corrective avoidant leadership, SD Standard Deviation