ASSESSMENT OF LEADERSHIP PERFORMANCE BASED ON SELF- ASSESSMENT SYSTEM (KHORRAMABAD HOSPITALS 2006-2007)

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KHALESI N.; IMANINASAB M.H.

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Journal: JOURNAL OF HEALTH ADMINISTRATION Year:2009 | Volume:11 | Issue:34 Page(s): 27-34

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Title

ASSESSMENT OF LEADERSHIP PERFORMANCE BASED ON SELF- ASSESSMENT SYSTEM (KHORRAMABAD HOSPITALS 2006-2007)

Author(s)

KHALESI N. | IMANINASAB M.H. | Issue Writer Certificate

Keywords

PERFORMANCE ASSESSMENTQ2

LEADERSHIPQ4

SELF-ASSESSMENTQ4

Abstract

Introduction: The evidences suggests that Iranian hospital managers do not apply a standard device for assessing LEADERSHIP performance, and identifying strong and weak points to devise the executive plans required to improve LEADERSHIP. The present study was aimed to promote the application of SELF-ASSESSMENT system through measuring LEADERSHIP performance at the Khorramabad hospitals, to increase the use of LEADERSHIP potentials as the most important factor to improving the quality of hospital services.Methods: The present study is a descriptive, cross-sectional research. The study population including of Khorramabad hospitals, as well as middle and senior managers. The workshop method and the Simply Better Standard Questionnaire, having the needed reliability and validity, was used for collecting data.. Among teaching, private, and social security hospitals, one of each group was included in the research thorough simple sampling method. The data are presented by descriptive statistics.Results: The mean scores of studied hospitals: teaching, social security and private in "organizational LEADERSHIP," dimension were 26%, 32% and 21% respectively; in " citizenship and public responsibility," dimensions were 29%, 39% and 18% respectively, and in "creativity, risk, and innovation" dimension were 26%, 32%, and 22% respectively.Conclusion: According to our findings, the teaching hospital and the private hospital have both started permanent improvements in a few number of their LEADERSHIP dimensions. The social security hospital, however, has showed a permanent improvement in a wide spectrum of its LEADERSHIP dimensions. Since LEADERSHIP proves to be a driving force for other factors to maintain quality, it is suggested that hospitals take actions to document their LEADERSHIP processes, compile the indices to measure their achievements, constantly make the indices permanent, and identify the strong and weakness points, and grounds for improvement, and conduct improvement plans.

Cites

CCULTIVATING STRATEGIC FIT AND ORGANIZATIONAL TRANSPARENCY PROMOTIONTHROUGH INNOVATION LEADERSHIP STYLE

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APA: Copy

KHALESI, N., & IMANINASAB, M.H.. (2009). ASSESSMENT OF LEADERSHIP PERFORMANCE BASED ON SELF- ASSESSMENT SYSTEM (KHORRAMABAD HOSPITALS 2006-2007). JOURNAL OF HEALTH ADMINISTRATION, 11(34), 27-34. SID. https://sid.ir/paper/130121/en

Vancouver: Copy

KHALESI N., IMANINASAB M.H.. ASSESSMENT OF LEADERSHIP PERFORMANCE BASED ON SELF- ASSESSMENT SYSTEM (KHORRAMABAD HOSPITALS 2006-2007). JOURNAL OF HEALTH ADMINISTRATION[Internet]. 2009;11(34):27-34. Available from: https://sid.ir/paper/130121/en

IEEE: Copy

N. KHALESI, and M.H. IMANINASAB, “ASSESSMENT OF LEADERSHIP PERFORMANCE BASED ON SELF- ASSESSMENT SYSTEM (KHORRAMABAD HOSPITALS 2006-2007),” JOURNAL OF HEALTH ADMINISTRATION, vol. 11, no. 34, pp. 27–34, 2009, [Online]. Available: https://sid.ir/paper/130121/en

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