Antecedents and outcomes of Bass' (1985) transformational leadership theory and Hermann's (1982) brain dominance theory: Implications for healthcare CIO effectiveness and satisfaction (Bernard M. Bass, Ned Hermann).

摘要

Cognitive processing, personality type, and leader disposition preferences have long been used as variables in the study of leader job satisfaction and effectiveness (Agor, 1985; Mintzberg, 1976; Peters & Waterman, 1982). Studies of cognitive dominance, personality type, leader disposition preference and the implications for leader effectiveness and satisfaction have been cited in both the business and academic communities (Bennis & Nanus, 1984; Kouzes & Posner, 1988, 1995; Sashkin, 1986, 1990). While leadership research has been conducted in the healthcare environment focusing primarily on the CEO and COO, the latest addition to the executive healthcare team, the Chief Information Officer, (CIO), has yet to be profiled.; In the past, the Information Systems (IS) department has been managed by a technologically astute Director responsible for the activities of the immediate IS business unit. The director's scope of authority has been limited to the departmental or business unit level. Recently, due to vacillating governmental mandates and regulatory pressures, the business of healthcare has become much more information-centered, (i.e. "info-centric").; In response to this changing focus, the role of the Information Systems director has evolved from a supporting role (Kanter, 1987; Sauers & Yetton, 1997), to a strategic role of executive leadership with the potential to achieve competitive organizational advantage (McFarlan, 1984; Porter & Miller, 1992; Applegate & Elam, 1992). Since the information director has performed in a technical capacity and not as a business manager, whether the CIO will be able to make the transition easily, or will need to cultivate other business and communication skills has yet to be demonstrated.; To this extent and recognizing that there is no one objective measure of leader effectiveness, this study will assess the impact and relationship of the individual's cognitive (neurophysiologial), personality (psychological), and leader disposition (behavioral) preferences on leader effectiveness and job satisfaction. These preferences form the integrated framework or paradigm from which this study evolves.; Since an extensive literature search yielded a lack of research concerning the healthcare CIO and Transformational Leadership, and since federal regulations have placed an emphasis on healthcare "Information", this study will embark on an empirical evaluation of the healthcare CIO's cognitive and personality-based preferences (i.e., antecedents), and the relationship of these preferences to Transformational, Transactional, and Laissez-faire leadership disposition. The outcome measures of leader effectiveness, and job satisfaction will also be determined.; The methodology used in this study consists of the Multi-factor Leadership Questionnaire 5X (Bass & Avolio, 1988), the Hermann Brain Dominance Indicator (HBDI), and a demographic questionnaire.; The central research questions of this study are: (1) Is there a relationship between transformational leadership disposition and the healthcare leadership outcomes of leader effectiveness and leader satisfaction? (2) Is there a relationship between cognitive processing brain dominance), personality type, and the healthcare CIO transformational leader disposition preference? (3) Is there a relationship between the "Full Range of Leadership" and healthcare CIO leader effectiveness and job satisfaction?; Data collection is via US mail. The sample population is drawn from the Healthcare Information Management and Systems Society, the American College of Healthcare Executives, and the College of Health Information Management Executives. The multivariate statistical techniques of Pearson Product-Moment correlation, multiple regression, and ordinal logistic regression are used to impart the findings.