Armaghane Danesh Bimonthly Journal (Jul 2024)
Prediction of Attitude Towards Organizational Changes Based on the Components of Transformational and Interactive leadership Styles in Clinical and Basic Science Faculty Members of Yasuj University of Medical Sciences
Abstract
Background & aim: Quality improvement in the field of public health depends on improving the quality of medical education. The national committee for quality improvement has emphasized on creating a transformation in the management and leadership system of medical science education in the Ministry of Health and Treatment. Therefore, the purpose of the present study was to determine and predict the attitude towards organizational changes based on the components of transformational and interactional leadership styles in clinical and basic sciences faculty members of Yasuj University of Medical Sciences. Methods: In the present cross-sectional descriptive research conducted in 2019, the statistical population which included all the clinical and basic sciences faculty members teaching at Yasuj University of Medical Sciences, the participants were selected from the entire census and available for selection. The Bass multi-factor leadership questionnaire and Dunham scale were used to collect data. The collected data were analyzed using Pearson correlation, t and univariate and multivariate regression analysis. Results: 255 clinical and basic science faculty members with an average age of 44.68 ± 7.49 (minimum 28 and maximum 65 years) participated in the present study, 89% of the participants were official or contract faculty members and 11% were professors. 56.5% were faculty members of basic sciences and the rest were clinical. The results of univariate regression analysis indicated that transformational and interactional leadership styles explain 15.3% and 14.7% of the variance or dispersion of attitude scores of clinical and basic medical science professors respectively. The order was not statistically significant (p = 0.387) and (p = 0.979). The results of multivariate or multiple regression analysis (based on transformational and interactional leadership components) also indicated that transformational and interactional leadership style components were 13.5% and 12.7%, respectively. They explain the variance of the scores of attitude towards organizational change in clinical professors and basic sciences of medical sciences, which were not statistically significant (p>0.05). Conclusion: The components of leadership styles, both transformational and interactional, was not able to predict the attitude towards organizational changes in clinical professors and basic sciences of the University of Medical Sciences.
