DC FieldValueLanguage
dc.contributor.authorPierrakos, George-
dc.contributor.authorGoula, Aspasia-
dc.contributor.authorNatsis, Chrysostomos-
dc.contributor.authorDimakou, Sofia-
dc.contributor.authorLatsou, Dimitra-
dc.contributor.authorKatelouzou, Dionysia-
dc.contributor.authorStamouli, Maria Ageliki-
dc.date.accessioned2024-04-09T10:24:19Z-
dc.date.available2024-04-09T10:24:19Z-
dc.date.issued2019-01-01-
dc.identifierscopus-85100763395-
dc.identifier.isbn9783030124526-
dc.identifier.issn2198-7254-
dc.identifier.issn2198-7246-
dc.identifier.other85100763395-
dc.identifier.urihttps://uniwacris.uniwa.gr/handle/3000/1873-
dc.description.abstractThe objective of this study was the investigation of the degree of implementation of the transformational leadership model at a private hospital of Athens and the analysis of the dimensions of the learning process of the organization. The stratified random sampling consisted of 100 hospital employees, 20% medical, 40% nursing and 40% administrative staff. Data collection lasted 6 months. In order to verify the reliability of the questionnaires, Cronbach’s alpha index was calculated. The reliability index for the questions of the transformative leadership model was 0.971 and of the transactional leadership model 0.835, while in the learning organization questionnaire the reliability factor was calculated at 0.979. No significant differences were found between the dimensions of the Learning Organization Questionnaire (continuous learning, inquiry and dialogue, team learning, embedded system, empowerment, system connection, strategic leadership) and age groups and profession. The analysis revealed high correlation between learning organization variables and transformational leadership. In particular, it appears that the coherence of the organization facilitates leadership in the development of the strategy, stimulates human resources, and develops co-operation and group learning. Research and dialogue facilitates continuous learning, co-operation and the formation of appropriate systems, while the stimulation of human resources leads to continuous learning, research and dialogue. We concluded that at the private hospital there are systems and methods that enable continuous learning, information management and initiative-taking by the members of the organization. The results of this survey could constitute the starting point for reflection and further research, especially in the field of the Greek public health services, aiming at implementing transformative leadership practices.en_US
dc.language.isoenen_US
dc.relation.ispartofProceedings of the 7th International Conference "Strategic Innovative Marketing and Tourism"en_US
dc.relation.ispartofseriesSpringer Proceedings in Business and Economicsen_US
dc.subjectHealth care servicesen_US
dc.subjectLearning organizationen_US
dc.subjectTransactional leadershipen_US
dc.subjectTransformational leadershipen_US
dc.titleAnalysis of the Relationship Between Transformational Leadership and Learning Organization in Health Care Servicesen_US
dc.typeConference Paperen_US
dc.relation.conference7th International Conference "Strategic Innovative Marketing and Tourism" (ICSIMAT), 17-22 October 2018, Athenian Riviera, Greeceen_US
dc.identifier.doi10.1007/978-3-030-12453-3_18en_US
dc.identifier.scopus2-s2.0-85100763395-
dcterms.accessRights0en_US
dc.relation.deptDepartment of Business Administrationen_US
dc.relation.facultySchool of Administrative, Economics and Social Sciencesen_US
dc.identifier.spage155en_US
dc.identifier.epage163en_US
dc.collaborationUniversity of West Attica (UNIWA)en_US
dc.journalsSubscriptionen_US
dc.publicationPeer Revieweden_US
dc.countryGreeceen_US
local.metadatastatusverifieden_US
item.grantfulltextnone-
item.cerifentitytypePublications-
item.openairetypeConference Paper-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.fulltextNo Fulltext-
item.languageiso639-1en-
crisitem.author.deptDepartment of Business Administration-
crisitem.author.deptDepartment of Business Administration-
crisitem.author.deptDepartment of Business Administration-
crisitem.author.deptDepartment of Business Administration-
crisitem.author.facultySchool of Administrative, Economics and Social Sciences-
crisitem.author.facultySchool of Administrative, Economics and Social Sciences-
crisitem.author.facultySchool of Administrative, Economics and Social Sciences-
crisitem.author.facultySchool of Administrative, Economics and Social Sciences-
crisitem.author.orcid0000-0003-4246-9627-
crisitem.author.orcid0000-0003-4224-7362-
crisitem.author.orcid0000-0003-3700-4489-
crisitem.author.parentorgSchool of Administrative, Economics and Social Sciences-
crisitem.author.parentorgSchool of Administrative, Economics and Social Sciences-
crisitem.author.parentorgSchool of Administrative, Economics and Social Sciences-
crisitem.author.parentorgSchool of Administrative, Economics and Social Sciences-
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