39

José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, María José

Abad Moran, Indira Dayana Carvajal Parra, María Gracia Madero Dutazaka

Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences

Editor académico:

Dr. Jimmy Martin

Recibido: 17/05/24

Revisado: 24/06/24

Aceptado: 26/06/24

DOI:

https://doi.

autores. Presentado para

su publicación en acceso

abierto bajo los términos

y condiciones de la licen-

cia Creative Commons

Attribution (CC BY). El uso,

distribución o reproduc-

ción en otros foros está

permitida, siempre que se

cite la publicación original

en esta revista.

hospital management

and perception from

followers at the

Neurosciences

, Rosa Ana Tomalá

Barco

4,

Norman Vicente Castellanos Davalo

5

6 3

3

1

Faculty of Marketing and Communication, Ecotec University, Samboron-

don, Ecuador.

2

Research network in psychology and psychiatry (GIPSI), Guayaquil, Ecuador.

3

-

quil, Ecuador.

4

CPA Accounting and Auditing Engineer, Guayaquil, Ecuador.

5

-

quil, Guayaquil, Ecuador.

6

School of Psychology, Universidad de Especialidades Espíritu Santo, Sam-

borondon, Ecuador.

Abstract

40

The

-

tional factors, suggesting that leaders do not pay due attention to individual

-

responsibility or psychosocial risks.

collaborators organization.

Resumen

El liderazgo ha sido estudiado desde diversas disciplinas

-

Neurociencias de Guayaquil. Se utilizó la escala

-

consideración individualizada fue el peor valorado, entre los factores transaccio-

En la organización estudiada prevalece el estilo de liderazgo

-

riesgos psicosociales.

-

41

José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, María José

Abad Moran, Indira Dayana Carvajal Parra, María Gracia Madero Dutazaka

Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences

-

der are supported by the leadership styles adopted. Leadership styles have

-

values or principles.

-

entity in business strategies and objectives.

-

42

-

Thus, in the case of psychiatric hospitals and other health facilities, the need

-

sed on the prevailing type of leadership. Therefore, our focus is on characteri-

-

Instrument

-

43

José Alejandro Valdevila Figueira, Rosa Ana Tomalá Barco, Norman Vicente Castellanos Davalo, María José

Abad Moran, Indira Dayana Carvajal Parra, María Gracia Madero Dutazaka

Leadership style in hospital management and perception from followers at the Guayaquil Institute of Neurosciences

-

Results

-

ve leadership in the organization.

ones. This result suggests that leaders do not focus on understanding the needs

44

-

sion to reproduce it.

-

Arithmetic mean and standard deviations in leadership styles

Transformational 200 24.00 100.00 71.75 17.96

Transactional 200 8.00 40.00 28.24 6.89

Passive/Avoidant 200 8.00 36.00 15.66 6.56

Valid N (according to the list) 200

Arithmetic mean and standard deviation of the organizational outcome

variables

Extra Effort 200 3.00 15.00 11.45 3.36

Satisfaction 200 2.00 10.00 7.77 2.26

Valid N (according to the list) 200

Arithmetic mean and standard deviations of the MLQ 5x factors

Inspirational Motivation Transformational 36 15.49 4.20

Contingent Reward Transactional 36 14.24 4.11

Intellectual Stimulation Transformational 36 14.07 4.10

Active Management-by-Exception Transactional 36 14.00 3.60

Individualized Consideration Transformational 36 13.53 3.80

Management-by-Exception- Passive Passive Avoidant 36 7.96 3.53

Passive Avoidant

Laissez Faire 36 7.70 3.54

Items 36