Special Purpose Vehicle (Purpose, Formation & examples)
01-05-22 Defense. PP.pptx
1. Title: Perceived Leadership Styles among Key Medical Staff Stakeholders at Two Maternity Units in
Two Regional Hospitals Sikasso and Kayes Located in the Country of Mali: An Exploratory Study?
Toutou Moussa Diallo
Doctor of Business Administration (DBA)
School of Business Administration
Touro University Worldwide
Doctoral Committee Professor Ibrahima Teguete, Field Supervisor-Mali
Chair: Dr. Jonathan Green Professor Mahamadou Diakite, Faculty of Medicine
Committee Member: Dr. Caroline Howard Committee President
Committee Member: Dr. Daniel Corcoran
2. TABLE OF CONTENTS
PRESENTATION OF SITES
MAP OF AFRICA AND MALI
PHOTOS FROM SITES
LEADERSHIP HIERARCHY
IINTRODUCTION
PROBLEM
PURPOSE FOR RESEARCH
LITERATURE REVIEW
METHODOLOGY
PURPOSE OF MLQ
CONCEPTUAL FRAMEWORK
MLQ RATER FORM
HYPOTHESES
2-WAY MANOVA TEST
RESULTS
OTHER SIGNIFICANT DIFFERENCES
IMPLICATIONS AND CHALLENGES
REFERENCES
7. LEADERSHIP
HIERARCHY IN
KAYES AND
SIKASSO
Fousseyni Daou Regional
Hospital
Medical Chief
Obstetric
doctors
Residents
Anesthesi
ologists
Area Bloc
C-Section
Midwives
Registered
Nurses
Interns
Martrone
Sikasso Regional Hospital
Medical Chief
Obstetric
doctors
Residents
Anesthesi
ologists
Area Bloc
Midwives
Registered
Nurses
Interns
8. INTRODUCTION
Purpose: To compare the perception of leadership styles between the
perceived leadership styles from the perspective of subordinates and from the
self-report of hospital leaders from two regional hospitals in Mali.
FUTURE PLAN: To work in collaboration with the Faculty of Medicine in
Bamako to study perceived leadership styles in every maternity and communal
maternities (CSCOM-CENTRE DE SANTE COMMUNAUTAIRE).
IMPLICATIONS: To provide training in leadership in maternities and or in the
school of medicine in Mali.
9. PROBLEM
Healthcare leadership and management is the 3rd highest concern among
healthcare professionals located in Africa
Leadership has been highlighted by the World Health Organization (WHO) as
essential for strengthening health systems and improving health outcomes,
and the WHO advocates for leadership development amongst health workers
in low- and middle-income countries (LMIC)
NO STUDY DONE ON PERCEIVED LEADERSHIP STYLES IN MATERNITY UNITIS IN
MALI
10. RESEARCH QUESTION
Are there any differences in the perception of
leadership styles in the two hospitals and among
medical hospital leaders versus subordinate
medical staff in Mali?
11. LITERATURE REVIEW
LEADERSHIP
WHO Framework proposes that good leadership and management at the operational level needs
to have a balance between four inter-related areas (WHO, 2007):
1. ensuring an adequate number of managers at all levels of the health system,
2. ensuring managers have appropriate competencies,
3. creating better critical management support systems, and
4. creating an enabling working environment.
Cunninghan, Hazel, & Hayes (2020) describe that leadership in organizations influences and
facilitates individual and collective efforts to accomplish shared objectives.
Leadership style manifested by a workplace leader can influence job satisfaction and worker
motivation among subordinate employees (Aberese-Ako, Agyepong, Dijk 2018).
12. LITERATURE REVIEW 2
Various empirical studies done in healthcare settings have highlighted the importance of
transformational leadership in properly managing the healthcare staff and provide quality care
to patients.
For example, research by Moon, Van Dam, & Kitsos (2019 and Bass (1999) have highlighted that
Transformational Leadership is one of the most effective leadership styles utilized in the field
of health services.
A study of subordinate nurses in Malaysia found that there was a strong relationship between
job satisfaction and transformational leadership experienced from their nurse leaders as
compared to experiencing a transactional leadership (Aberese-Ako, Agyepong, Dijk 2018).
Shaughnessy, Griffin et al. (2018) also conducted a study showing a significant positive
relationship between transformational leadership practices by nurse leaders and work
engagement among subordinate nurses.
13. METHODOLOGY
POPULATION AND SAMPLING FRAME
Sample size = 76 TOTAL. (Kayes=35, Sikasso=41)
INSTRUMENT / MEASUREMENT
Kobotoolbox used to collect data
45 statements - Multifactorial Leadership Questionnaire (5x-Short) Form for Leaders
45 statements - Multifactorial Leadership Questionnaire Rater Form (5x- Short) for subordinates
ANALYSIS
2-WAY MANOVA by using SPSS 27
5-PONT LIKERT SCALES
Not at all = 0
Once in a while = 1
Sometimes = 2
Fairly often = 3
Frequently, if not always = 4
14. The Multifactor Leadership Questionnaire
(MLQ) was constructed by Bruce J.
Avolio and Bernard M. Bass with the goal
to assess a full range of leadership styles.
16. HYPOTHESES
Null Hypothesis 1 (HO1):There is no difference in the ratings of
medical professional leadership styles between the two hospitals
located in Sikasso and Kayes in the country of Mali.
Alternative Hypothesis 1 (Ha1): There is a difference in the ratings
of medical professional leadership styles between the two hospitals
located in Sikasso and Kayes in the country of Mali.
Null Hypothesis 2 (HO2): There is no difference in the ratings of
medical professional leadership styles between the medical leaders
and subordinate medical staff.
Alternative Hypothesis 2 (Ha2): There is a difference in the ratings
of medical professional leadership styles between the medical leaders
and subordinate medical staff.
Null Hypothesis 3 (HO3): There is no interaction in the ratings of
medical professional leadership styles between the variables of
hospital location (Sikasso versus Kayes) and hospital role (medical
leader versus subordinate medical staff.
Alternative Hypothesis 3 (Ha3): There is an interaction in the
ratings of medical professional leadership styles between the
variables of hospital location (Sikasso versus Kayes) and hospital role
(medical leader versus subordinate medical staff).
17. 2-WAY MANOVA ANALYSIS
Identified Independent Variables:
Location (Sikasso & Kayes)
Role (Leader vs. Subordinate)
Dependent Variables
Transformational Leadership total score
Transactional Leadership total score
Passive Avoidant total score
Idealized Influence
Idealized Behaviors
Inspirational Motivational-IM
Individual Consideration-IS
Contingent Reward- IC
Management by Exception Active-MBEA
Management by Exception Passive-MBEP
Laissez-Faire-LF
18. RESULTS
HOSPITALS – NO SIGNIFICANT
MULTIVARIATE MAIN EFFECT
Null hypothesis 1 accepted
and alternative hypothesis 1
rejected.
Null Hypothesis 1
(HO1):There is no difference
in the ratings of medical
professional leadership styles
between the two hospitals
located in Sikasso and Kayes
in the country of Mali.
Wilks Lambda=0.734,
F(12,61)=1.556, p=0.129.
TYPE OF RESPONDENT –
SIGNIFICANT MULTIVARIATE
MAIN EFFECT
Null hypothesis 2 rejected and
alternative hypothesis 2
accepted.
Alternative Hypothesis 2
(Ha2): There is a difference in
the ratings of medical
professional leadership styles
between the medical leaders
and subordinate medical staff.
Lambda=0.676, F(12,61)=
2.436, p=0.012.
HOSPITAL LOCATION AND TYPE OF
RESPONDENT – NO SIGNIFICANT
MULTIVARIATE INTERACTION
Null hypothesis 3 accepted and
alternative hypothesis 3 rejected.
Null Hypothesis 3 (HO3): There is
no interaction in the ratings of
medical professional leadership
styles between the variables of
hospital location (Sikasso versus
Kayes) and hospital role (medical
leader versus subordinate medical
staff.
Wilks Lambda=0.776,
F(12,61)=, p=0.161.
19. Characteristic Scale M-Value F-Value p-value
Transformational
Leadership
Individualized
Consideration
Higher medical leaders=16.8*
Subordinates=14.65*
Higher medical leaders=3.66**
Subordinates=2.94**
(1,72)= 4.123
(1,72)=6.36
0.046
0.014
Transactional
Leadership
Contingent Reward Higher medical leaders=3.64**
Subordinates=3.04**
(1,72)=5.62 0.02
Transactional
Leadership (Passive
Avoidant)
MBEP Lower medical leaders=0.73
Subordinates=1.19
(1,72)=6.294 0.014
Laissez-Faire
LF
Lower medical leaders=1.2
Subordinates=2.19
Lower medical leaders=0.46
Subordinates=1.00
(1,72)= 6.936
F(1,72)=4.198
0.01
0.044
OTHER
STATISTICALLY
SIGNIFICANT
DIFFERENCES
*TL,M-values from
respondents show TL is
being practiced
** M-values above 2.75
according to MLQ Norms
confirm some forms of TL
and TrL are being
practiced
20. IMPLICATIONS / CHALLENGES
TRAVEL DISTANCE
WORDING IN MLQ 5X
READING AND COMPREHENSION LEVEL OF SOME RESPONDENTS
DIFFICULTY IN SEEING GOVERNMENT OFFICIALS
DIFFICULTY WITH ACCESS TO INTERNET
FINANCIAL
BUILD RELATIONSHIP WITH FACULTY OF MED TO PROVIDE LEADERSHIP
TRAINING FOR MEDICAL STUDENTS
CONTINUE TO DO RESEARCH IN ALL REGIONS IN MALI
21. REFERENCES
Aberese-Ako, M., Agyepong, I., A., & Dijk, H., V. (2018). Leadership styles in two Ghanaian hospitals in a challenging
environment, Health Policy and Planning, Volume 33, Issue suppl_2, July 2018, Pages ii16–ii26,
https://doi.org/10.1093/heapol/czy038. Retrieved from
https://academic.oup.com/heapol/article/33/suppl_2/ii16/5050011?login=true
Bass, B., M. (1999). Two Decades of Research and Development in Transformational Leadership, European Journal of
Work and Organizational Psychology, 8:1, 9-32, DOI: 10.1080/135943299398410. Retrieved from
https://www.tandfonline.com/doi/abs/10.1080/135943299398410
Cunningham, CM, Hazel, M., & Hayes, TJ (2020). Communication and leadership 2020:Intersectional, mindful, and
digital. Communication Research Trends, 39 (1), 4-31. Retrieved from https://search.proquest.com/scholarly-
journals/communication-leadership-2020-intersectional/docview/2399871895/se-2?accountid=14376
Moon, S.E., Van Dam, P.J., &Kitsos, A. (2019). Measuring Transformational Leadership in Establishing Nursing Care
Excellence. Healthcare (Basel, Switzerland) , 7 (4), 132. https://doi.org/10.3390/healthcare7040132
Oleribe, O. O., Momoh, J., Uzochukwu, B. S., Mbofana, F., Adebiyi, A., Barbera, T., Williams, R., & Taylor-Robinson, S. D.
(2019). Identifying Key Challenges Facing Healthcare Systems In Africa And Potential Solutions. International journal of
general medicine, 12, 395–403. https://doi.org/10.2147/IJGM.S223882
Shaughnessy, M.K., Quinn Griffin, M. T., Bhattacharya, A., & Fitzpatrick, J.J. (2018). Transformational Leadership
Practices and Work Engagement Among Nurse Leaders, JONA: The Journal of Nursing Administration: November 2018 -
Volume 48 - Issue 11 - p 574-579 doi: 10.1097 / NNA.0000000000000682. Retrieved from
https://journals.lww.com/jonajournal/Abstract/2018/11000/Transformational_Leadership_Practices_and_Work.10.aspx
World Health Organization. (2007). Building Leadership and Management Capacity in Health. Retrieved from
https://www.who.int/management/FrameworkBrochure.pdf?ua=1
