TY - JOUR T1 - Self-perception of leadership styles and behaviour in primary health care. AU - Jodar I Solà,Glòria, AU - Gené I Badia,Joan, AU - Hito,Pilar Delgado, AU - Osaba,M Antonia Campo, AU - Del Val García,Jose Luís, Y1 - 2016/10/12/ PY - 2015/10/16/received PY - 2016/10/05/accepted PY - 2016/10/14/entrez PY - 2016/10/14/pubmed PY - 2017/10/31/medline KW - Job satisfaction KW - Leadership KW - MLQ KW - Managers KW - Primary health care KW - Self-concept SP - 572 EP - 572 JF - BMC health services research JO - BMC Health Serv Res VL - 16 IS - 1 N2 - BACKGROUND: The concept of leadership has been studied in various disciplines and from different theoretical approaches. It is a dynamic concept that evolves over time. There are few studies in our field on managers' self-perception of their leadership style. There are no pure styles, but one or another style is generally favoured to a greater or lesser degree. In the primary health care (PHC) setting, managers' leadership style is defined as a set of attitudes, behaviours, beliefs and values. The objectives of this study were to describe and learn about the self-perception of behaviours and leadership styles among PHC managers; to determine the influence of the leadership style on job satisfaction, efficiency, and willingness to work in a team; and to determine the relationship between transformational and transactional styles according age, gender, profession, type of manager years of management experience, and the type of organization. METHODS: To describe leadership styles as perceived by PHC managers, a cross sectional study was performed using an 82 items-self-administered Multifactor Leadership Questionnaire (MLQ). This questionnaire measures leadership styles, attitudes and behaviour of managers. The items are grouped into three first order variables (transformational, transactional and laissez-faire) and ten second order variables (which discriminate leader behaviours). Additionally, the questionnaire evaluates organizational consequences such as extra-effort, efficiency and satisfaction. RESULTS: One hundred forty responses from 258 managers of 133 PHC teams in the Barcelona Health Area (response rate: 54.26 %). Most participants were nurses (61.4 %), average age was 49 years and the gender predominantly female (75 %). Globally, managers assessed themselves as equally transactional and transformational leaders (average: 3.30 points). Grouped by profession, nurses (28.57 % of participants) showed a higher transactional leadership style, over transformational leadership style, compared to physicians (3.38 points, p < 0.003). Considering gender, men obtained the lowest results in transactional style (p < 0.015). Both transactional and transformational styles correlate with efficiency and job satisfaction (r = 0.724 and r = 0.710, respectively). CONCLUSIONS: PHC managers' self-perception of their leadership style was transactional, focused on the maintenance of the status quo, although there was a trend in some scores towards the transformational style, mainly among nurse managers. Both styles correlate with satisfaction and willingness to strive to work better. SN - 1472-6963 UR - https://www.unboundmedicine.com/medline/citation/27733141/Self_perception_of_leadership_styles_and_behaviour_in_primary_health_care_ DB - PRIME DP - Unbound Medicine ER -