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首页> 外文期刊>Journal of public health management and practice: JPHMP >The relationship between transformational leadership and social capital in hospitals-A survey of medical directors of all German Hospitals
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The relationship between transformational leadership and social capital in hospitals-A survey of medical directors of all German Hospitals

机译：医院中变革型领导与社会资本之间的关系-德国所有医院医疗总监的调查

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Context: The German hospital market has been undergoing major changes in recent years. Success in this new market is determined by a multitude of factors. One is the quality of the social relationships between staff and the presence of shared values and rules. This factor can be considered an organization's "social capital." Objective: This study investigates the relationship between social capital and leadership style in German hospitals using a written survey of medical directors. Design and Setting: In 2008, a cross-sectional representative study was conducted with 1224 medical directors from every hospital in Germany with at least 1 internal medicine unit and 1 surgery unit. Among the scales included in the standardized questionnaire were scales used to assess the medical directors' evaluation of social capital and transformational leadership in the hospital. We used a multiple linear regression model to examine the relationship between social capital and internal coordination. We controlled for hospital ownership, teaching status, and number of beds. Participants: In total, we received questionnaires from 551 medical directors, resulting in a response rate of 45.2%. The participating hospitals had an average of 345 beds. The sample included public (41.3%), not-for-profit (46.9%), and for-profit (11.7%) hospitals. Results: The data, which exclusively represent the perceptions of the medical directors, indicate a significant correlation between a transformational leadership style of the executive management and the social capital as perceived by medical directors. A transformational leadership style of the executive management accounted for 36% of variance of the perceived social capital. Conclusion: The perceived social capital in German hospitals is closely related to the leadership style of the executive management. A transformational leadership style of the executive management appears to successfully strengthen the hospital's social capital.
机译：背景：近年来，德国医院市场发生了重大变化。在这个新市场中的成功取决于多种因素。一是员工之间的社会关系的质量以及共享价值观和规则的存在。这个因素可以被认为是组织的“社会资本”。目的：本研究通过对医疗主管的书面调查，调查了德国医院的社会资本与领导风格之间的关系。设计与设置：2008年，对来自德国每家医院的1224位医疗总监进行了横断面代表性研究，至少有1个内科和1个外科科。标准化问卷中包含的量表包括用于评估医务总监对社会资本和医院转型领导力的评估的量表。我们使用多元线性回归模型来检验社会资本与内部协调之间的关系。我们控制了医院所有权，教学状态和床位数。参加者：我们共收到551名医疗主管的问卷，回复率为45.2％。参与的医院平均有345张病床。样本包括公立（41.3％），非营利性（46.9％）和营利性（11.7％）医院。结果：这些数据仅代表医疗主管的看法，表明执行管理的变革型领导风格与医疗主管所感知的社会资本之间存在显着相关性。执行管理层的变革型领导风格占所感知的社会资本方差的36％。结论：德国医院所感知的社会资本与执行管理的领导风格密切相关。执行管理的变革型领导风格似乎成功地增强了医院的社会资本。

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