Situational leadership style and employee turnover intent: A critical examination of healthcare organizations

by Bull, David A., Ph.D., CAPELLA UNIVERSITY, 2010, 166 pages; 3402140


This descriptive correlational study investigated the relationship between situational leadership style and turnover intentions among hospital employees, in order to provide an insight into the linkage between individual situational leadership variables and employee turnover intentions. A total of 48 supervisors and 192 subordinates, men and women between ages 18 to 65, randomly selected from four randomly selected hospitals were targeted in the study. A descriptive correlational research methodology guided by a positivist paradigm was deployed, using the situational leadership theory as the conceptual framework. Instrumentation for the study consisted of the Leadership Effectiveness Adaptability Descriptors (LEAD–Self and LEAD–Other), Jackofsky and Slocum’s 1987 Turnover Intent scale, Manager Rating scale, Staff Member Rating scale, and demographic questionnaire designed by the researcher. Statistical analysis such as Pearson correlation, t test, ANOVA and descriptive statistics were performed using the SPSS 16 statistical software in order to explore the relations, and to draw logical inferences that will give a clear understanding into the researcher questions. Results indicated that the most frequently used leadership style was selling/coaching, followed by participating as perceived by both staff and supervisors. In addition, both supervisors and staff had similar perceptions in relation to supervisors’ leadership adaptability. The Pearson correlation matrix revealed significant negative relationship between leadership styles L, SL, PL, and turnover intentions (TI), and significant positive relationship between TL, and DL, and TI. An independent sample t test revealed insufficient evidence of any significant difference between clinical and nonclinical employees in their leadership style perceptions. However, ANOVA of mean turnover scores among employees by leadership style revealed significant differences between clinical and nonclinical employees. A post hoc test revealed significant differences between DL, and SL, PL and L, and between TL, and SL, PL, and L in their relation to TI. However, PL was not significantly different from TL. Results of the linear regression revealed that DL and TL significantly positively predicted TI, while L, SL, and PL significantly negatively predicted TI.

AdviserMark Minelli
Source TypeDissertation
SubjectsManagement; Organizational behavior; Health care management
Publication Number3402140

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