Leadership Effects on Kuwaiti Hospitals

Paper Summary:

This paper describes a study focused on the question of how leadership style, as exhibited by administrators and physicians, impacts upon the performance of public and private hospitals in Kuwait. The literature indicates that when both public and private Kuwait hospitals are compared, significant differences in leadership styles (as observed via performance indicators and surveys of key actors) are identified; these leadership differentials are hypothesized to have a direct bearing upon hospital performance, specifically with regard to employee satisfaction, quality assurance and accountability, and measures of efficiency. Using a stratified 2X2 sample of key leaders (administrators and physicians), a survey instrument is administered to a total of no less than 100 such subjects in each of two hospital settings (public and private institutions). The study proceeds from the theoretical assumption that either transformational or transactional leadership styles will be identified by respondents as most closely associated with such variables as high quality of patient care, high levels of employee satisfaction and proactive, visionary leadership that is capable of motivating and inspiring staff throughout the organization. Descriptive and inferential statistics, including t-tests, are employed to assess the data generated by the study. Secondary data is included to augment the primary data obtained via the survey developed by the researcher, specifically with respect to measures of efficiency. The results, along with a comprehensive review of relevant literature, are presented in a final report.

Table of Contents:
Abstract
Introduction
Review of the Literature
Theory and Hypotheses
Methodology
Plan of Analysis

From the Paper:

"Authentic leaders make transformations possible. They help others and their organization cope with change and complexity. They serve as role models, facilitators, mentors, and guides. They are self-actualizing and capable of assisting others in achieving ethics, vision, and belief in others. In other words, as Hollander and Julian (2000) have pointed out, it is the leader (who may or may not always be a designated manager or executive within an organization), who sets the basis for relationships within a group and thereby can affect outcomes. Leaders initiate structure and also affect the process that occurs within that structure. Hollander and Julian (2000) further note that leaders are those individuals with whom others identify."

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