DIFFERENCES IN HOSPITAL EXECUTIVES' LEADERSHIP STYLES, VALUES, SKILLS, AND WORK-FAMILY CONFLICT.
Contributors: University Of Illinois At Chicago, Health Sciences Center.
Published: 1993
Number of pages: 231
Subjects: Health Sciences, Nursing.; Sociology, General.; Health Sciences, Health Care Management.
Description: Nurses and women in general are not well represented at the chief executive officer (CEO) level of hospitals. The research described positional and gender differences, controlling for education type, that exist among male and female CEOs and chief nurse executives (CNEs) to help explain why nurses and women are not more numerous among the ranks of CEOs. The research operationalized the final stage of Feldman's model of organizational socialization, in which organizational members complete the acquisition of prescribed role behaviors, values, and skills.

Established self-report measures operationalized the model. Role behaviors were measured by two instruments, one reflecting the public world of organizational leadership; the other reflecting the interface of roles between the public and private worlds, or work-family conflict. Rosener's version of the Multifactored Leadership Questionnaire measured leadership. The Job-Family Role Strain Scale measured work-family conflict. Values were measured by an adapted version of the Importance of Organizational Goals, Stakeholders, and Personal Traits Questionnaire; managerial skills, by an adapted version of the Skills for Managerial Effectiveness.

CEOs' and CNEs' names from American acute-care hospitals were stratified by gender and position, then randomly sampled (except for male CNEs) disproportionally to obtain approximately equal cell sizes. All the male CNEs' names from the sampling frame plus an additional snowball were needed to get an adequate sample size of male CNEs. Surveys were returned by 667 of the 1,089 subjects for a 61.2% response rate to the 105-item mailed survey: 603 surveys were useable.

Gender and position served as the independent dummy variables in weighted regressions and multivariate analyses of covariance. All executives used transformational leadership more than transactional leadership. CNEs made more use than CEOs of intellectual stimulation and contingent reward leadership. CEOs and CNEs reported low levels of work-family conflict. Of the managerial values, females valued some organizational goals and executive characteristics more than males. Positional differences existed on the executive skills. Demographic information related to the respondents' work and personal lives was explored. The research has implications for the socialization processes of women and nurses in hospital and nursing administration.
Notes: Source: Dissertation Abstracts International, Volume: 54-04, Section: B, page: 1886.

Thesis (PH.D.)--UNIVERSITY OF ILLINOIS AT CHICAGO, HEALTH SCIENCES CENTER, 1993.

School code: 0806.