Glenn Graham (Committee Member), Scott Graham (Committee Chair), Andrew Hsu (Other), Jill Lindsey (Other), Mindy Mcnutt (Committee Member)
Master of Science (MS)
The purpose of this study is to evaluate leadership styles of respiratory managers in the hospital environment, through examination of B.M. Bass's (1995) model of transformational, transactional and laissez-faire leadership. The author measured leadership alignment and outcome factors through the multifactor leadership questionnaire (MLQ 5x-short) survey. Respiratory managers are a large part of the healthcare team. They provide the respiratory therapist they manage with education, orientation and supervision. The respiratory managers of 200 Magnet recognized hospitals located within the United States were mailed a MLQ 5x-short survey. Each manager was asked to fill out the survey and return it in the self-addressed envelope that was included. No personal information was obtained; the survey included 45 descriptive statements. The respiratory managers were asked to rate themselves on how frequently each of the descriptive statements described their leadership style. The statements are grouped into related leadership behaviors. Each of the leadership behaviors then is located in one of the leadership styles, transformational, transactional, or laissez-faire.
The MLQ surveys were then scored. Each of the managers was given a score in each of the leadership behaviors. Scores were then analyzed using repeated measures analysis of variance. Results revealed that respiratory managers use a higher level of transformational leadership behaviors than transactional or laissez-faire behaviors. The mean score of the transformational behaviors was 3.4, transactional 2.68 and laissez-faire .63.
The literature revealed that transformational leadership style was predominating in Magnet recognized hospitals. This study was looking specifically at respiratory managers. Since no literature can be found on the leadership styles of respiratory managers this will add to the body of knowledge. This study supported the literature, in that managers in Magnet recognized hospitals predominately used transformational leadership styles.
Department or Program
Department of Leadership Studies in Education and Organizations
Year Degree Awarded
Copyright 2012, all rights reserved. This open access ETD is published by Wright State University and OhioLINK.