Leadership of Hospital Management and its Impact on the Performance of Emergency Personnel at Puyo General Hospital
Abstract
Leadership in hospital management is essential for the performance of health personnel, particularly in critical areas such as emergencies. At the Puyo General Hospital, the main problem was the poor influence of leadership styles on optimizing performance and operational effectiveness of staff, which impacts on service quality and patient satisfaction. The main goal of this study was to analyze the effect of transformational and transactional leadership styles on the performance of emergency personnel, assessing their link with elements such as innovation in the clinical field, motivation and rectification of errors. A quantitative approach of non-experimental design was used, using questionnaires based on the MLQ (Multifactor Leadership Questionnaire), to evaluate leadership styles and their link with essential performance indicators. The study group was composed of 132 front-line hospital employees. The findings showed that transformational leadership has a moderately positive correlation p=0.771 with team performance, highlighting the relevance of motivation and individualized care. In contrast, transactional leadership (p=0.785) was associated with operational effectiveness through the application of incentives and the rectification of errors. Both styles were shown to be essential for improving the work environment and clinical outcomes. Strengthening leadership in the hospital environment can significantly increase staff performance, reduce errors and ensure better patient care. This analysis underlines the importance of applying effective leadership strategies in the context of hospital administration.
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