The healthcare industry has experienced a myriad of leadership challenges that continue to evolve with the economy, technology, access to care, organizational structure, and dynamics of the work force. Each year since 1987, Modern Healthcare magazine has recognized 12 healthcare executives for their significant impact in the healthcare industry by awarding them the Up & Comers award. There is a need for leaders with a vision who can gain the trust of their followers, instill confidence, create a positive atmosphere, stimulate creativity, and motivate followers to work together as a team to overcome the obstacles encountered in today's healthcare industry; these characteristics are found in transformational leaders. This study and quantitative methodology were based on Wheatley's 2010 study and Avolio and Bass's 2004 full range leadership model: transformational, transactional, and passive-avoidant leadership. The researcher collected data on 55 female healthcare executives to examine if there was a significant difference in leadership styles and outcomes of leadership between female Up & Comers healthcare executives and other female healthcare executives as measured by the Multifactor Leadership Questionnaire (MLQ) 5X Short, developed by Avolio and Bass in 2004. Findings indicated there were no significant differences between female Up & Comers healthcare executives' and other female healthcare executives' leadership styles or outcomes of leadership as measured by the MLQ 5X Short. Limitations associated with methodology, response rate, electronic survey distribution, and participants are discussed, along with recommendations for future research.
|Subjects||Behavioral psychology; Educational leadership; Women's studies; Management|
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