Health care leadership in an age of change.
This study examined the leadership practices of a sample of network and hospital administrators in metropolitan Victoria, Australia. It was undertaken in the mid-1990s when the State Liberal-National (Coalition) Government in Victoria established Melbourne's metropolitan health care networks. I argu...
| Publicado en: | Australian Health Review Vol. 26; no. 1; pp. 153 - 165 |
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| Autor principal: | |
| Formato: | research tables/charts Journal Article |
| Publicado: |
CSIRO Publishing
2003
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=106883344&site=ehost-live header: @attributes: shortDbName: ccm uiTerm: 106883344 longDbName: CINAHL Complete uiTag: AN controlInfo: bkinfo: dissinfo: jinfo: jid: 01565788 HDW jtl: Australian Health Review issn: 01565788 maglogo: N pubinfo: dt: 2003 vid: 26 iid: 1 pid: 1568 pub: CSIRO Publishing place: Canberra ACT, <Blank> artinfo: ui: 106883344 106883344 2003151825 10.1071/ah030153 NLM15485387 106883344 ppf: 153 ppct: 12 formats: tig: atl: Health care leadership in an age of change. aug: au: Farrell M affil: Senior Lecturer, Department of Nursing & Midwifery, RMIT University, Victoria sug: subj: Health Facility Administrators Leadership Management Styles Audiorecording Conceptual Framework Convenience Sample Descriptive Statistics Qualitative Studies Semi-Structured Interview Victoria Human ab: This study examined the leadership practices of a sample of network and hospital administrators in metropolitan Victoria, Australia. It was undertaken in the mid-1990s when the State Liberal-National (Coalition) Government in Victoria established Melbourne's metropolitan health care networks. I argue that leadership, and the process of leading, contributes significantly to the success of the hospital in a time of turmoil and change. The sample was taken from the seven health care networks and consisted of 15 network and hospital administrators. Bolman and Deal's games of leadership -structural, human resource, political and symbolic - were used as a framework to categorize the leadership practices of the administrators. The findings suggest a preference for the structural frame - an anticipated result, since the hospital environment is more conducive to a style of leadership that emphasizes rationality and objectivity. The human resource frame was the second preferred frame, followed by the political and symbolic. These findings suggest that network and hospital administrators focus more on intellectual than spiritual development, and perhaps this tendency needs to be addressed when educating present and future hospital leaders. pubtype: Academic Journal doctype: research tables/charts Journal Article ougenre: Article language: English refInfo: holdings: @attributes: islocal: N |
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