Does Leadership Matter for Healthcare Service Quality? Evidence from NHS England
Zahra Murad () and
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Shimaa Elkomy: Surrey School of Economics
Veronica Veleanu: Surrey Business School
No 2018-08, Working Papers in Economics & Finance from University of Portsmouth, Portsmouth Business School, Economics and Finance Subject Group
In this paper we provide first-hand evidence that leadership quality matters for the quality of healthcare provision, based on NHS England hospital trust data between 2010 and 2014. This is the first paper to study this relationship using individual leadership styles, namely, task-, relations-, change- and integrity-oriented, and for different metrics of quality of healthcare provision, including staff and patient satisfaction survey measures and clinical performance indicators. We find that task-oriented leadership has the strongest relationship with staff-rated hospital quality while change-oriented leadership relates most to patient satisfaction and the clinical measure. We also find some evidence that organizational autonomy and competition across hospitals moderates the effect of leadership quality on healthcare quality. Overall, our results indicate that ideal healthcare leaders should behave as integrated leaders and that leadership matters at all levels of organizational hierarchy. This has important policy implications for continued support for the development and funding of integrated leadership programs in healthcare.
Keywords: Healthcare Leadership; Integrated Leadership; Service Improvement; Public Service; England (search for similar items in EconPapers)
JEL-codes: I10 H57 (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:pbs:ecofin:2018-08
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