Evaluation of leadership competencies of executives in Lithuanian public health institutions.

STANKŪNAS, Mindaugas, SAULIŪNĖ, Skirmantė, SMITH, Tony, AVERY, Mark, ŠUMSKAS, Linas and CZABANOWSKA, Katarzyna (2012). Evaluation of leadership competencies of executives in Lithuanian public health institutions. Medicina (Kaunas, Lithuania), 48 (11), 581-7.

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    Abstract

    BACKGROUND AND OBJECTIVE. Lithuanian and international public health experts emphasize the importance of leadership in public health. The aim of this study was to explore the self-assessed level of leadership competencies of executives in Lithuanian public health institutions. MATERIAL AND METHODS. Data were collected in a cross-sectional survey of executives of Lithuanian public health institutions in 2010. The total number of returned questionnaires was 55 (response rate, 58.5%). Respondents were asked about their competencies in leadership, teamwork, communication, and conflict management. The evaluation was carried out by analyzing the answers provided in the survey, which used a 5-point rating scale. In addition, the Belbin Team-Role Self-Perception Inventory and the Thomas-Kilmann Conflict Mode Instrument were used. RESULTS. The results showed that respondents were reserved or limited in their individual capacities through this evaluation of their leadership competencies. The mean score was 3.47 (SD, 0.71). Skills in competency areas of communication, teamwork, and conflict management were scored higher (3.73 [SD, 0.67], 3.73 [SD, 0.62], and 3.53 [SD, 0.63], respectively). Most of executives preferred to choose action-oriented roles (76.2%). The most common role was "implementer" (69.1%). "Avoiding" (52.7%) was the most common conflict solving strategy. The results showed that 89.1% of executives wanted to improve teamwork; 83.6%, leadership competencies; 81.8%, communication; and 80.0%, conflict management. CONCLUSIONS. The study results suggest that the executives of Lithuanian public health institutions evaluate their leadership competencies moderately. These results indicate the value of leadership training for public health executives.

    Item Type: Article
    Research Institute, Centre or Group - Does NOT include content added after October 2018: Centre for Health and Social Care Research
    Page Range: 581-7
    Depositing User: Helen Garner
    Date Deposited: 15 Aug 2013 10:48
    Last Modified: 28 Mar 2020 15:35
    URI: http://shura.shu.ac.uk/id/eprint/7264

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