ORGANIZATIONAL CULTURE AND LEADERSHIP STYLES IN A PRIVATE PSYCHIATRIC HOSPITAL.
Contributors: University of Alabama at Birmingham.
Published: 1990
Number of pages: 207
Subjects: Health Sciences, Mental Health.; Health Sciences, Nursing.; Health Sciences, Health Care Management.
Description: Organizational culture (OC) and leadership are essential components to success in the health care industry. Considering progressive technological advances, rethinking and improving worker performance and productivity are at an all-time high. There is evidence to support that we are not meeting this challenge. This study is an analysis of the meaning of OC and leadership in a private psychiatric hospital. OC and leadership were investigated by an inductive research approach through participant observations, informal and formal interviews, and the descriptive use of the Lead Self Lead Other Questionnaire. Comparative data of different social units (persons, programs, and documents) formed the basis from which categorical components of OC (a classification system), and a conceptual framework were described.

Categorical components evolved from formal and informal interviews of 43 participants. They are as follows: leadership, communication, work, environment, structure, history, mission, and training. Each component varied in degrees of importance to informants, depending on their particular role in the organization. As the institution shifted from a traditional, religious-based model of care to an "upbeat," modern model, there appeared a gap between all components, particularly the mission, goals, and philosophy. There essentially appeared to be two major cultures: the corporate culture and the organization culture. Different missions, goals, and philosophies were identified for the two cultures, which consequently lead to confusion about other components of the OC. The result was feelings of frustration, poor motivation, and decreased worker productivity. Individuals could not "catch up" with the gap that existed.

A conceptual framework of the categorical components demonstrated the interrelatedness of the OC. The differences noted from the organization culture as opposed to those of the corporate culture produced conflict for many of the informants. Economic constraints facing health care today often require mergers and acquisitions. Financial and human resources must be considered and not squandered. The future of successful health care organizations depends on how well the nature of OC and leadership is understood. To help in the development of understanding OC and its relationship to nursing and health care management knowledge, a list of recommendations are suggested.
Notes: Source: Dissertation Abstracts International, Volume: 51-09, Section: B, page: 4272.

Thesis (D.S.N.)--UNIVERSITY OF ALABAMA AT BIRMINGHAM, 1990.

School code: 0005.