Table 4 Ranking and consideration with respect to goals for collaboration and to leadership

9

Both the GDP/owner and DH mainly presented oral health–related arguments for their professional choices. The GDP brought up the costs for patients but only to emphasize the ability to foster the oral health status of financially needy patients

2

The GDP/owner had defined a view on oral health care delivery but allowed the dental teams of the affiliated practices great freedom to shape the collaboration within their team

3

The GDP/owner and DH both valued the oral health status of their patients as the most important factor in their collective efforts, and both overlooked other patient factors. The GDP mentioned aspects regarding the process of oral health care delivery but primarily as a contribution to oral health status

3

The GDP/0wner claimed to create possibilities for all professionals to deliver care as well as they can. However, he seemed to monitor DHs to some extent

8

With regard to collaboration, the oral health status of patients was the most important factor, but the GDP/manager did not overlook the financial position of the practice

7

All professionals were offered the chance to develop. This requires the freedom to act and supervision. Therefore, leadership in this practice was both supportive and directive. Monitoring, however, was mainly targeted at facilitating the development of the staff

6

With regard to collaboration, the oral health status of patients was the most important factor, but the GDP/manager also mentioned advantages for his own job satisfaction and the financial position of the practice

8

The GDP/manager valued and facilitated the development of professionals. In daily practice, he monitored the work of his subordinates

4

The protocols in this practice were very strict. This contributes to an efficient process of delivering oral health care but limits the possibilities to adapt to the patients’ specific needs

5

The GDP/manager showed supportive and directive characteristics, which seemed to be quite in balance

7

In the delivery of oral health care, the preferences of patients and their financial restrictions were considered to offer everyone the best oral health care they could afford. Alternatively, a specific goal of the GDPs/owners was to create a learning environment for young professionals and students

6

The GDPs/managers leaned toward a directive style of leadership but also showed supportive characteristics

1

A major reason to hire DHs was to keep patients in the practice, which implies the fear of losing patients. Besides that, the practice owner mentioned prevention as a reason

9

The GDP/owner generally expressed a directive leadership style. However, he seemed to make an exception for the current staff, as he valued their experience, skills and knowledge very highly

2

The GDPs/owners’ focus was very much on convenience and the well-being of patients, of which oral health status is a part. Moreover, the owner believed efficiency is important to patients but recognized the advantage of collaboration for the practice as well

1

One of the reasons to hire a DH was the GDP/owner’s wish to monitor the work of DHs, which was not possible when working with DHs in other practices. In daily practice, the leadership style of the GDP/owner also was supportive to some extent

5

The main reason for the expansion of the practice was the desire to make processes more efficient; good oral health seemed to be taken as a given

4

The protocols in this practice were very strict, and the use of these protocols was monitored by the GDP/owner and team leaders