39
José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, MarÃa José
Abad Moran, Indira Dayana Carvajal Parra, MarÃa Gracia Madero Dutazaka
Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences
Editor académico:
Dr. Jimmy Martin
Recibido: 17/05/24
Revisado: 24/06/24
Aceptado: 26/06/24
DOI:
https://doi.
Copyright: © 2023 por los
autores. Presentado para
su publicación en acceso
abierto bajo los términos
y condiciones de la licen-
cia Creative Commons
Attribution (CC BY). El uso,
distribución o reproduc-
ción en otros foros está
permitida, siempre que se
cite la publicación original
en esta revista.
hospital management
and perception from
followers at the
Neurosciences
, Rosa Ana Tomalá
Barco
4,
Norman Vicente Castellanos Davalo
5
6 3
3
1
Faculty of Marketing and Communication, Ecotec University, Samboron-
don, Ecuador.
2
Research network in psychology and psychiatry (GIPSI), Guayaquil, Ecuador.
3
-
quil, Ecuador.
4
CPA Accounting and Auditing Engineer, Guayaquil, Ecuador.
5
-
quil, Guayaquil, Ecuador.
6
School of Psychology, Universidad de Especialidades EspÃritu Santo, Sam-
borondon, Ecuador.
Abstract
40
The
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tional factors, suggesting that leaders do not pay due attention to individual
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responsibility or psychosocial risks.
collaborators organization.
Resumen
El liderazgo ha sido estudiado desde diversas disciplinas
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Neurociencias de Guayaquil. Se utilizó la escala
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consideración individualizada fue el peor valorado, entre los factores transaccio-
En la organización estudiada prevalece el estilo de liderazgo
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riesgos psicosociales.
-
-
-
-
41
José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, MarÃa José
Abad Moran, Indira Dayana Carvajal Parra, MarÃa Gracia Madero Dutazaka
Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences
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der are supported by the leadership styles adopted. Leadership styles have
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values or principles.
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entity in business strategies and objectives.
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42
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Thus, in the case of psychiatric hospitals and other health facilities, the need
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sed on the prevailing type of leadership. Therefore, our focus is on characteri-
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Instrument
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43
José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, MarÃa José
Abad Moran, Indira Dayana Carvajal Parra, MarÃa Gracia Madero Dutazaka
Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences
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Results
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ve leadership in the organization.
ones. This result suggests that leaders do not focus on understanding the needs
44
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sion to reproduce it.
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Arithmetic mean and standard deviations in leadership styles
Transformational 200 24.00 100.00 71.75 17.96
Transactional 200 8.00 40.00 28.24 6.89
Passive/Avoidant 200 8.00 36.00 15.66 6.56
Valid N (according to the list) 200
Arithmetic mean and standard deviation of the organizational outcome
variables
Extra Effort 200 3.00 15.00 11.45 3.36
Satisfaction 200 2.00 10.00 7.77 2.26
Valid N (according to the list) 200
Arithmetic mean and standard deviations of the MLQ 5x factors
Inspirational Motivation Transformational 36 15.49 4.20
Contingent Reward Transactional 36 14.24 4.11
Intellectual Stimulation Transformational 36 14.07 4.10
Active Management-by-Exception Transactional 36 14.00 3.60
Individualized Consideration Transformational 36 13.53 3.80
Management-by-Exception- Passive Passive Avoidant 36 7.96 3.53
Passive Avoidant
Laissez Faire 36 7.70 3.54
Items 36
45
José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, MarÃa José
Abad Moran, Indira Dayana Carvajal Parra, MarÃa Gracia Madero Dutazaka
Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences
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Discussion
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Pearson correlation of the main factors and outcome variables
Contingent Reward ,789** ,815** ,778**
Intellectual Stimulation ,743** ,754** ,743**
Management-by-Exception-Passive -,366** -,322** -,322**
Active Management-by-Exception ,503** ,579** ,546**
Laissez Faire -,382** -,348** -,338**
Inspirational Motivation ,868** ,874** ,839**
Individualized Consideration ,713** ,720** ,738**
Extra Effort 1 ,879** ,867**
Satisfaction ,867** ,883** 1
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teral). This table is the property of the author and he has permission to reproduce it.
Reliability analysis
Cronbach´s Alpha 0.94
Item number 45
Number of respondents 200
Sum of variance of the items (Vi) 72.35
Total variance by factors 170.40
46
This data suggests that leaders do not focus on understanding the needs of
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are participatory, collaborative, and accessible to organizational objectives
to participate energetically and proactively in internal changes at the orga-
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Laissez-faire leadership represents the absence of a leadership transaction in
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leader as Laissez-faire (52).
47
José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, MarÃa José
Abad Moran, Indira Dayana Carvajal Parra, MarÃa Gracia Madero Dutazaka
Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences
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observation sheets or investigating internal organizational surveys. This
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nizational culture focused on results prefers transactional leadership and a
Conclusions
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tional leadership, characterized by having a clear vision of the institutional
their behaviors.
48
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of their collaborators.
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Author contributions
José Alejandro Valdevila Figueira:
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nuscript, visualization.
Rosa Ana Tomalá Barco:
Norman Vicente Castellanos Dávalo: Original idea, visualization, validation,
MarÃa José Abad Moran: -
nuscript.
Indira Dayana Carvajal Parra:
Maria Gracia Madero Dutazaka: -
Ethical statement
The present study received the necessary authorizations to be carried out by
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nal data.
The data included in this study are available upon request to the author and
hospital considering ethical and privacy restrictions.
49
José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, MarÃa José
Abad Moran, Indira Dayana Carvajal Parra, MarÃa Gracia Madero Dutazaka
Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences
this study.
Orcid
José Alejandro Valdevila Figueira:
Rosa Ana Tomalá Barco:
Norman Vicente Castellanos Davalo:
6000
MarÃa José Abad Moran:
Indira Dayana Carvajal Parra:
MarÃa Gracia Madero Dutazaka:
References
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6.
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José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, MarÃa José
Abad Moran, Indira Dayana Carvajal Parra, MarÃa Gracia Madero Dutazaka
Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences
23. -
24. -
25.
26.
27. -
28. -
29. -
30. -
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31. -
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nal leadership and transactional leadership: an analysis of the factor struc-
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36. -
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40.
41.
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José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, MarÃa José
Abad Moran, Indira Dayana Carvajal Parra, MarÃa Gracia Madero Dutazaka
Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences
49. -
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General data
1. Sex:
2. Age:
3. Marital status:
4. What is your highest level of education currently?
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5. How many years have you been working at the Institute of Neuros-
ciences or the Charity Board?
6. Department or area to which you belong:
7. Current position or position held where you work:
8. Do you have personnel under your supervision?
Dear participant:
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a) Write the date of the survey.
b)
55
José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, MarÃa José
Abad Moran, Indira Dayana Carvajal Parra, MarÃa Gracia Madero Dutazaka
Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences
Items
No Sometimes Often
56
Items
No Sometimes Often
