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Mid-Level Management Style in Healthcare

Author

Listed:
  • Jamion Lewis

    (University of the Incarnate Word, San Antonio, USA)

  • Kruti Lehenbauer

    (University of the Incarnate Word, San Antonio, USA)

Abstract

The purpose of this paper is to recommend a quantitative model based on the outcomes from a comprehensive literature review of multiple studies to identify the most effective leadership style among mid-level managers in a healthcare setting. This literature review includes theories of leadership and discusses the usual leadership methods associated with mid-level managers. This study addresses the effectiveness of transactional, transformational, and passive leadership styles of middle level managers in healthcare organizations. The proposed quantitative non-experimental correlational study would examine the statistical relationships between the independent variables of three leadership styles and the dependent variable of leadership effectiveness among mid-level managers in the healthcare industry. This literature analysis proposes how to clearly define the variables transformational leadership, transactional leadership, passive leadership, and leader effectiveness which would eventually make it possible to quantify and measure them.

Suggested Citation

  • Jamion Lewis & Kruti Lehenbauer, 2019. "Mid-Level Management Style in Healthcare," Proceedings of the 13th International RAIS Conference, June 10-11, 2019 06JL, Research Association for Interdisciplinary Studies.
    • Handle: RePEc:smo:dpaper:06jl
    as

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    References listed on IDEAS

    as
    1. James G. March, 1991. "Exploration and Exploitation in Organizational Learning," Organization Science, INFORMS, vol. 2(1), pages 71-87, February.
    2. Steven W. Floyd & Bill Wooldridge, 1997. "Middle Management’s Strategic Influence and Organizational Performance," Journal of Management Studies, Wiley Blackwell, vol. 34(3), pages 465-485, May.
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