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The Relation Between Leadership Styles And Conflict Management Strategies Of Hospital Managers

Table 1:

Mean Standard Deviation Test*
MLQ Total Personnel(n=416) 3,98 0,51 t -0,77
Manager(n=115) 4,02 0,46 p 0,44
Transformational Leadership Personnel(n=416) 3,98 0,51 t -0,95
Manager(n=115) 4,02 0,46 p 0,34
Idealized Influence (attributed) Personnel(n=416) 3,85 0,60 t -1,44
Manager(n=115) 3,94 0,60 p 0,15
Idealized Influence (behavior) Personnel(n=416) 4,10 0,54 t -1,33
Manager(n=115) 4,17 0,49 p 0,18
Inspirational Motivation Personnel(n=416) 4,04 0,56 t -0,24
Manager(n=115) 4,05 0,51 p 0,81
Intellectual Stimulation Personnel(n=416) 3,93 0,58 t -0,67
Manager(n=115) 3,97 0,54 p 0,5
Individualized Consideration Personnel(n=416) 3,95 0,59 t -0,36
Manager(n=115) 3,98 0,60 p 0,72
Transactional Leadership Personnel(n=416) 3,11 0,30 t 0,35
Manager(n=115) 3,10 0,36 p 0,73
Contingent Reward Personnel(n=416) 4,17 0,50 t 0,07
Manager(n=115) 4,16 0,44 p 0,94
Management by Exception (active) Personnel(n=416) 3,81 0,60 t 1,35
Manager(n=115) 3,72 0,64 p 0,18
Management by Exception (passive) Personnel(n=416) 2,66 0,69 t -0,27
Manager(n=115) 2,68 0,70 p 0,79
Laissea Faire Leadership Personnel(n=416) 1,81 0,76 t -0,27
Manager(n=115) 1,84 0,77 p 0,78
Results Personnel(n=416) 3,96 0,67 t -0,8
Manager(n=115) 4,02 0,65 p 0,42
Extra Effort Personnel(n=416) 3,85 0,72 t -0,65
Manager(n=115) 3,90 0,68 p 0,51
Effectiveness Personnel(n=416) 4,06 0,69 t -0,62
Manager(n=115) 4,11 0,70 p 0,54
Satisfaction Personnel(n=416) 3,93 0,76 t -1,13
Manager(n=115) 4,02 0,72 p 0,26
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