Analysis of the Relationship Between Transformational Leadership and Learning Organization in Health Care Services

The objective of this study was the investigation of the degree of implementation of the transformational leadership model at a private hospital of Athens and the analysis of the dimensions of the learning process of the organization. The stratified random sampling consisted of 100 hospital employees, 20% medical, 40% nursing and 40% administrative staff. Data collection lasted 6 months. In order to verify the reliability of the questionnaires, Cronbach’s alpha index was calculated. The reliability index for the questions of the transformative leadership model was 0.971 and of the transactional leadership model 0.835, while in the learning organization questionnaire the reliability factor was calculated at 0.979. No significant differences were found between the dimensions of the Learning Organization Questionnaire (continuous learning, inquiry and dialogue, team learning, embedded system, empowerment, system connection, strategic leadership) and age groups and profession. The analysis revealed high correlation between learning organization variables and transformational leadership. In particular, it appears that the coherence of the organization facilitates leadership in the development of the strategy, stimulates human resources, and develops co-operation and group learning. Research and dialogue facilitates continuous learning, co-operation and the formation of appropriate systems, while the stimulation of human resources leads to continuous learning, research and dialogue. We concluded that at the private hospital there are systems and methods that enable continuous learning, information management and initiative-taking by the members of the organization. The results of this survey could constitute the starting point for reflection and further research, especially in the field of the Greek public health services, aiming at implementing transformative leadership practices.