From: Self-perception of leadership styles and behaviour in primary health care
Position | Profession | Gender | ||||
---|---|---|---|---|---|---|
Deputy | Manager | Nurse | Physician | Male | Female | |
TFL | 3.31 (0.33) | 3.3 (0.3) | 3.34 (0.32) | 3.24 (0.31) | 3.24 (0.31) | 3.32 (0.32) |
Charisma/Inspirational | 3.32 (0.34) | 3.32 (0.29) | 3.36 (0.32) | 3.27 (0.31) | 3.26 (0.33) | 3.34 (0.31) |
Inspirational motivation | 3.31 (0.39) | 3.28 (0.37) | 3.35 (0.38) | 3.22 (0.38) | 3.21 (0.37) | 3.33 (0.38) |
Intellectual motivation | 3.26 (0.39) | 3.23 (0.38) | 3.3 (0.39) | 3.17 (0.37) | 3.2 (0.38) | 3.26 (0.39) |
Individualized consideration | 3.26 (0.39) | 3.18 (0.35) | 3.31 (0.36) | 3.09 (0.37) | 3.13 (0.35) | 3.26 (0.38) |
Behavioural influence | 3.47 (0.38) | 3.53 (0.32) | 3.5 (0.38) | 3.49 (0.32) | 3.47 (0.36) | 3.5 (0.36) |
Attributed influence | 3.17 (0.36) | 3.12 (0.35) | 3.21 (0.35) | 3.06 (0.35) | 3.07 (0.37) | 3.18 (0.34) |
TRL | 3.34 (0.38) | 3.28 (0.32) | 3.38 (0.35) | 3.2 (0.34) | 3.18 (0.36) | 3.35 (0.34) |
Contingent reward | 3.43 (0.45) | 3.41 (0.35) | 3.48 (0.42) | 3.34 (0.37) | 3.26 (0.44) | 3.48 (0.38) |
Passive management by exception | 1.06 (0.63) | 1.05 (0.49) | 1.03 (0.6) | 1.08 (0.53) | 1.24 (0.53) | 0.99 (0.58) |
Active management by exception | 3.05 (0.51) | 3.03 (0.47) | 3.07 (0.5) | 2.99 (0.48) | 2.91 (0.5) | 3.08 (0.49) |
CAL | 1.82 (0.42) | 1.73 (0.27) | 1.79 (0.41) | 1.76 (0.28) | 1.81 (0.32) | 1.77 (0.38) |
Laissez faire | 1.47 (0.56) | 1.26 (0.42) | 1.4 (0.54) | 1.33 (0.47) | 1.4 (0.54) | 1.37 (0.51) |
Passive management by exception | 1.29 (0.57) | 1.17 (0.39) | 1.24 (0.54) | 1.23 (0.43) | 1.33 (0.48) | 1.21 (0.5) |
Positive/organizational outcomes | ||||||
Satisfaction | 3.05 (0.4) | 2.98 (0.36) | 3.08 (0.38) | 2.91 (0.38) | 2.96 (0.35) | 3.04 (0.39) |
Efficiency | 3.02 (0.4) | 3.02 (0.37) | 3.03 (0.39) | 3 (0.38) | 2.91 (0.37) | 3.05 (0.38) |
Extra effort | 3.03 (0.43) | 2.95 (0.39) | 3.04 (0.41) | 2.91 (0.4) | 2.91 (0.39) | 3.02 (0.42) |