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A Qualitative Study Exploring the Perception of Authentic Leadership In Healthcare Chief Executive Officers
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Dissertation
A Qualitative Study Exploring the Perception of Authentic Leadership In Healthcare Chief Executive Officers
2017
Overview
Over the past decade much of the leadership literature addressed the skills required for effective Chief Executive Officers (CEOs) within the Business Sector as a result of the corporate scandals that occurred in the United States. The literature introduced the construct of Authentic Leadership as a means for CEOs to build enduring organizations, keep their employees motivated and inspired, and ultimately fostering organizational commitment. Within the past eight years more of the literature on leadership within the Healthcare Sector had recognized that Authentic Leadership had the ability to impact organizational performance and sustainability when the CEO had insight into their performance, their strengths and weaknesses, and were focused on their organization’s strategy, structure and culture. Thus, this qualitative study was designed to examine 14 healthcare CEO’s self-perceived level of Authentic Leadership and its alignment with their followers’ perception. The study was conducted in Ontario, Canada. The researcher used the Authentic Leadership Questionnaire (ALQ), one on one interviews with each CEO and a minimum of five of their followers. In addition, each CEO was required to complete a self-study on leadership to determine whether or not the CEO’s perception of the value of Authentic Leadership changed after the self-study. The researcher found that all of the CEOs were true to self, led with integrity, conducted themselves morally and ethically and recognized the impact of their leadership upon their team’s and their organization. This study provided the 14 CEOs with new learning regarding the value of Authentic Leadership and its impact on organizational performance.
Publisher
ProQuest Dissertations & Theses
Subject
ISBN
9781369629422, 1369629427
