Date of Award

2015

Embargo Period

8-1-2024

Document Type

Dissertation

Degree Name

Doctor of Health Administration

College

College of Graduate Studies

First Advisor

James S Zoller

Second Advisor

Amy V. Blue

Third Advisor

Timothy Bailey

Abstract

This study examined behaviors and perceptions from hospitals' laboratory administrators and human resource representatives in relation to retention in accredited, hospital laboratories using the Multifactor Leadership Questionnaire MLQ (5X short) to define leadership styles as transformational or transactional, and organizational culture as clan, adhocracy, market, or hierarchy based on the Organizational Culture Assessment Inventory (OCAI). Laboratory administrators reported engaging in behaviors related to transformational leadership more often than those related to transactional leadership. The results indicated that there were no statistical differences in leadership styles between male and female lab administrators. In addition, with the regression tests, the results showed that leadership styles were not statistically significant to the culture types. However, when culture types were considered individually using ANOVA's and compared to the other p - values, leadership styles were close to the level of significance for the hierarchy culture (p-value =.083). The study suggests that, relative to the clan culture and based on the estimated coefficients, a market culture (β= -7) reduces the number of voluntary turnover positions in hospital labs and a hierarchy culture (β=41) increases the number of voluntary turnover positions in hospital labs. In addition, the number of voluntary turnover positions for lab administrators, 65 and older, was higher with a statistically significant p-value.038. No model significantly explained the influence of leader behavior and work environment characteristics on the number of voluntary turnover positions in hospital labs.

Rights

All rights reserved. Copyright is held by the author.

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