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dc.contributor.authorHana, jan
dc.contributor.authorKirkhaug, Rudi
dc.date.accessioned2022-07-01T10:21:41Z
dc.date.available2022-07-01T10:21:41Z
dc.date.issued2014-02-17
dc.description.abstractAim. This study investigates which leadership styles can be identifi ed among general practice lead physicians and how they are associated with and predicted by staff and context characteristics like profession, gender, age, work experience, and team size. Method/material. In a cross-sectional study self-administered questionnaires were distributed to staff physicians (42% females) and support staff (98% females) at 101 primary health care centres in North Norway. A total of 127 and 222, respectively, responded (response rate 59%). Items were ranked on Likert scales (range 1 – 5). Results. Analysis revealed three signifi cantly different styles (mean scores/Cronbach ’ s alpha): change style (3.36/0.898), task style (3.17/0.885), and relation style (2.88/0.900). The lead physicians were perceived as practising change style the most and relation style the least. Males experienced signifi cantly more of all three styles. Support staff scored lowest for all styles. Age was negatively correlated with relation style and change style, while work experience was negatively correlated with change style. No signifi cant association was found between styles and team size. Conclusion. Leadership in rural general practice can be identifi ed in terms of task, relation, and change styles. Change style is the most perceived style. Males seem to be most attentive to leadership styles. However, within the staff physician group, there is less difference between genders. Support staff scores lowest for all styles; this might indicate either less need for leadership or dissatisfaction with leadership. Age and work experience seem to reduce employees ’attention to relation and change styles, indicating that maturity reduces needs for these leadership styles. Due to growing demands for leaders to take care of effi ciency and change in general practice, more young female physicians, and more diverse staff groups, these fi ndings may be useful to understand leadership and leadership training for general practice.en_US
dc.identifier.citationHana j, Kirkhaug RK. Physicians’ leadership styles in rural primary medical care: How are they perceived by staff?. Scandinavian Journal of Primary Health Care. 2014;32(1):4-10en_US
dc.identifier.cristinIDFRIDAID 1118023
dc.identifier.doi10.3109/02813432.2013.874083
dc.identifier.issn0281-3432
dc.identifier.issn1502-7724
dc.identifier.urihttps://hdl.handle.net/10037/25711
dc.language.isoengen_US
dc.publisherTaylor & Francisen_US
dc.relation.journalScandinavian Journal of Primary Health Care
dc.rights.accessRightsopenAccessen_US
dc.rights.holderCopyright 2014 Informa Healthcareen_US
dc.titlePhysicians’ leadership styles in rural primary medical care: How are they perceived by staff?en_US
dc.type.versionpublishedVersionen_US
dc.typeJournal articleen_US
dc.typeTidsskriftartikkelen_US
dc.typePeer revieweden_US


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