The relationship between leadership style and health worker motivation, job satisfaction and teamwork in Uganda.
The relationship between leadership style and health worker motivation, job satisfaction and teamwork in Uganda.
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DOI：
10.2147/jhl.s147885
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发表时间：
2018
影响因子：
4.4
通讯作者：
Kekitiinwa A
中科院分区：
文献类型：
--
作者：
Musinguzi C;Namale L;Rutebemberwa E;Dahal A;Nahirya-Ntege P;Kekitiinwa A
领导力是加强卫生系统绩效的关键。领导风格是重要的组织因素，尤其是在影响员工的积极性、工作满意度和团队合作方面。在乌干达等资源有限的环境中，探索卫生工作者之间这种关系的研究有限。这项研究的目的是考察变革型、交易型和自由放任型领导风格与乌干达卫生工作者的动机、工作满意度和团队合作之间的关系。2015年11月，我们在乌干达的3个地理区域进行了一项横断面研究，使用了来自228个卫生机构的564名卫生工作者的自填式问卷。收集了卫生工作者对其机构负责人所展示的领导风格的看法、他们的动机水平、工作满意度和团队合作的数据。通过皮尔逊相关性确定变量之间的关系，并通过多变量Logistic回归发现领导风格的各组成部分与动机、工作满意度和团队合作之间的关联。乌干达的卫生工作者更喜欢变革型领导人(62%)，而不是交易型(42%)或自由放任型(14%)。变革型领导与工作动机(r=0.32)、工作满意度(r=0.38)、团队合作(r=0.48)呈正相关，交易型领导与工作满意度(r=0.21)、团队合作(r=0.18)呈正相关。激励与具有理想化影响行为(OR=3.7；95%CI，1.33~10.48)和智力刺激(OR=2.4；95%CI，1.13~5.15)的领导者正相关，与例外管理(OR=0.4；95%CI，0.19~0.82)负相关。工作满意度与智力刺激呈正相关(OR=5.7；95%CI，1.83~17.79)。团队合作与理想化影响行为(OR=1.07~8.57)、理想化影响归因(OR=3.9；95%CI，1.24~12.36)、或有回报(OR=5.6；95%CI，1.87~17.01)呈正相关。与那些表现出交易技能或放任风格的人相比，变革型风格在激发动力、确保工作满意度和巩固卫生工作者的团队合作方面具有积极的影响。支持卫生机构领导人的变革性领导技能发展可以鼓励卫生工作者的积极性，增强工作满意度，并保持卫生工作者之间的凝聚力，以更好地提供服务。
Leadership is key to strengthening performance of Health Systems. Leadership styles are important organizational antecedents, especially in influencing employee’s motivation, job satisfaction, and teamwork. There is limited research exploring this relationship among health workers in resource-limited settings such as Uganda. The aim of this study was to examine the relationship between transformational, transactional, and laissez-faire leadership styles and motivation, job satisfaction, and teamwork of health workers in Uganda. We conducted a cross-sectional study in 3 geographic regions of Uganda in November 2015, using self-administered questionnaires with 564 health workers from 228 health facilities. Data were collected on health workers’ perception of leadership styles displayed by their facility leaders, their level of motivation, job satisfaction, and team work. Using Pearson correlation, relationships among variables were identified and associations of the components of leadership styles with motivation, job satisfaction, and teamwork was found using multivariable logistic regression. Health workers in Uganda preferred leaders who were transformational (62%) compared with being transactional (42%) or laissez-faire (14%). Transformational leadership was positively correlated with motivation (r=0.32), job satisfaction (r=0.38), and team work (r=0.48), while transactional leadership was positively correlated with job satisfaction (r=0.21) and teamwork (r=0.18). Motivation was positively associated with leaders who displayed idealized influence-behavior (odds ratio [OR]=3.7; 95% CI, 1.33–10.48) and intellectual stimulation (OR=2.4; 95% CI, 1.13–5.15) but negatively associated with management by exception (OR=0.4; 95% CI, 0.19–0.82). Job satisfaction was positively associated with intellectual stimulation (OR=5.7; 95% CI, 1.83–17.79). Teamwork was positively associated with idealized influence-behavior (OR=1.07–8.57), idealized influence-attributed (OR=3.9; 95% CI, 1.24–12.36), and contingent reward (OR=5.6; 95% CI, 1.87–17.01). Transformational styles had a positive impact on stimulating motivation, assuring job satisfaction, and consolidating teamwork among health workers compared with those who demonstrated transactional skills or laissez-faire styles. Supporting transformational leadership skills development in health facility leaders could encourage health worker motivation, strengthen job satisfaction, and maintain cohesion among health workers for better service delivery.