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The Influence of Leadership Styles on Health Workers Performance in Uganda: A Study of Kampala Capital City Authority Health Facilities

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dc.contributor.advisor권일웅-
dc.contributor.author로즈-
dc.date.accessioned2017-07-19T07:44:10Z-
dc.date.available2017-07-19T07:44:10Z-
dc.date.issued2016-08-
dc.identifier.other000000136169-
dc.identifier.urihttps://hdl.handle.net/10371/130223-
dc.description학위논문 (석사)-- 서울대학교 행정대학원 : 행정학과 글로벌행정전공, 2016. 8. 권일웅.-
dc.description.abstractThe importance of leadership style as predictor of organizational citizenship behavior (OCB) has been well established in Western settings. Leadership is defined as the ability to set employees in motion to get works done. It reflects an influence relationship behavior between leaders and followers in a particular situation with the common intention to accomplish the organizations end results.

In order for health care workers to operate efficiently, they must have effective leadership, and the health care leaders of KCCA health facilities face challenges due to the increasing complexities aris¬ing both in the industry and the authority itself. These challenges will continue to evolve for years to come. Researchers are realizing that health worker commitment and loyalty are at their lowest especially in government owned health facilities in Uganda, and that health care executives, physicians, and patients in Uganda today are generally dissatisfied with the manage¬ment in the industry. Therefore this study sought to determine the influence of leadership styles on health workers performance in KCCA health facilities.

Cross sectional design combined with descriptive and analytical research design were adopted. The study population comprised of health care workers (doctors, clinical officers and professional nurses) from KCCA health facilities within the district (Kampala). In order to avoid bias and ensure representativeness, stratified random sampling was used to select the respondents. Stratification was done by parish, profession and leadership position. Using simple random sampling, health care workers were selected from each stratum based on the lists obtained from the district health offices. The study used in-depth interviews. The data was collected by already used modified Multifactor Leadership Questionnaire (MLQ). Health worker performance data was provided by the respective health facilities from their performance management system. Each performance appraisal factor was measured using a scale of 1-5 where 1 is regarded as low performance, 3 is the target (met performance standard) and 5 is high performance. These scores were averaged, to result into a total score.

From the analysis, 42% of the respondents their performance consistently met or was above acceptable performance levels while the other 2% was below the acceptable level. The most used leadership styles at the KCCA health facilities were authoritative (34%), transactional (32.7%) and (25.4%) transactional was the least used leadership style. Authoritative leadership was used by doctors, clinical offices followed by Laboratory technicians and a small number of Pharmacists
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dc.description.abstracttransactional leadership was used by Midwives, Doctors, and Nurses, while transformational leadership was used by Clinical officers followed by Midwives, Nurses, Doctors and Pharmacists.

Authoritative and transformational leadership style had significant relationship whereas transactional style had non-significant influence on health worker performance.

Recommendations
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dc.description.abstractreduction on application of Authoritative leadership styles by KCCA is recommended, hence the District council should advocate for better leadership styles that match different situations. Authoritative leadership results but can be applied in only appropriate situations. KCCA should organize leadership workshops for health workers in leadership positions at all the health facilities under its jurisdictions. This will raise awareness among them in order to make informed choices upon which style.-
dc.description.tableofcontentsCHAPTER I: INTRODUCTION 1
1.1 Research Problem Statement 4
1.2 Research Objectives and Questions 6
1.3 Research Significance 7
1.4 Research Hypothesis 8
1.5 Content and Area scope of Research 8

CHAPTER II: LITERATURE REVIEW 10
2.1 Introduction 10
2.2 Summary Content View of Leadership 10
2.3 Level of Health Worker Performance 11
2.3.1 WHO Performance Indicators 13
2.4 Leadership Styles Employed in Hospitals 15
2.4.1 Transformational Leadership 15
2.4.2 Transactional/Managerial Leadership 16
2.4.3 Authoritarian Leadership 18
2.4.4 Paternalistic 19
2.4.5 Democratic Leadership 19
2.4.6 Laissez-faire 20
2.5 The Relationship between the Leaders Styles with Health Worker Performance 20
2.6 Theory and Precedent Study Review 24

CHAPTER III: CONCEPTUAL FRAMEWORK AND METHODOLGY 30
3.1 Introduction 30
3.2 Conceptual Framework 30
3.3 Research Methodology 33
3.4 Study Design 33
3.5 Study Population 33
3.6 Data Sources 34
3.7 Study Variables 34
3.8 Sample Size Estimation 35
3.9 Sampling Procedures 35
3.10 Compilation and Presentation of Data 36
3.11 Data Collection Methods andTools 37
3.11.1 Data Collection Tools 38
3.11.2 Quality Control 39
3.12 Ethical Issues 39
3.12.1 Permission 40
3.12.2 Informed Consent 40
3.12.3 Confidentiality and Anonymity 41

CHAPTER IV: DATA ANALYSIS AND FINDINGS 42
4.1 Introduction 42
4.2 Demographic Survey of Respondents 42
4.3 Level of Assessing Performance of the KCCA Employees by Co-workers 44
4.4 Performance Evaluation of KCCA Health Worker 47
4.5 Level of Absenteeism in KCCA Health Facilities 48
4.6 Supervisors different Styles of Leadership Practiced in KCCA HF 49
4.6.1 Frequency Distribution of KCCA Leaders Style Adopted at the HF 53
4.6.2 Significant Leadership Styles and Category of Workers using them 54
4.6.3 Impact of Leaders Style in Relation to Employee Performance at KCCA HF 56

CHAPTER V: DISCUSSION OF RESULTS 62
5.1 Introduction 62
5.2 To Identify Leadership Different Styles and the Kind of Employees in KCCA using them 62
5.3 Determine the Performance Distribution Level of Health care Employees Performance 64
5.4 The Influence of Leaders Styles on Health Worker Performance 66

CHAPTER VI: CONCLUSION AND RECOMMEDATIONS 71
6.1 Introduction 71
6.2 Conclusion 71
6.3 Research Limitations 72
6.4 Policy and Further Research Recommendations 73

BIBLIOGRAPHY 75

APPENDIX: 82
Consent Form 82
Questionnaire 83

국문 초록 91
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dc.formatapplication/pdf-
dc.format.extent1350426 bytes-
dc.format.mediumapplication/pdf-
dc.language.isoen-
dc.publisher서울대학교 행정대학원-
dc.subjectLeadership styles-
dc.subjecthealth facilities-
dc.subjectAuthoritative-
dc.subjecttransactional-
dc.subjecttransformational-
dc.subjectperformance-
dc.subject.ddc350-
dc.titleThe Influence of Leadership Styles on Health Workers Performance in Uganda: A Study of Kampala Capital City Authority Health Facilities-
dc.typeThesis-
dc.description.degreeMaster-
dc.citation.pages93-
dc.contributor.affiliation행정대학원 행정학과-
dc.date.awarded2016-08-
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Graduate School of Public Administration (행정대학원)Dept. of Public Administration (행정학과)Theses (Master's Degree_행정학과)
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