D.B.A.  Baker College (Michigan), 2023.
Specialization:  Business administration

The influence of leadership on employee behavior at a government-run healthcare institution
269 pages. UMI #: 30528699
Citation, Abstract & Full text in ProQuest Dissertations & Theses Database

The focus of this study was an analysis using Burns’s theory of transformational leadership and McCloskey’s 4R model of transformational leadership to determine whether employee behavior is positively or negatively impacted when leadership behaviors are ineffective or lacking. It was designed to provide a government-run institution with ideas to better train leaders for improvement in employee behaviors and actions to strengthen leadership and management required to produce positive changes in healthcare service delivery outcomes and sustainable healthcare systems. Analysis of the relation between Burns’s theory of transformational leadership and McCloskey’s 4R model of transformational leadership was compared to the current conditions and standards within the government-run healthcare institution. The subject of this study was to identify the gaps in literature of why employee behavior is impacted when leader behaviors and actions are ineffective or lacking. While extensive research has been conducted for hospitals, it is unclear how these factors affect a government-run healthcare institution. This qualitative phenomenology focused on 10 employees at a government-run healthcare institution in Southern Central Kenya. Results were analyzed and themed based on questions modeled after Burns’s and McCloskey’s theories and given to the hospital leaders. Recommendations and future research based on the results were given to the hospital leaders for consideration. Further studies in this area could lead to positive hospital leader behaviors and actions in government-run healthcare institutions. This could increase employee productivity and patient satisfaction.

• Polly Bashore, Ph.D., Chair
• Jennifer Logiudice, Ph.D.
• Mary Dereshiwsky, Ph.D.