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

Table 3:

  ROCI Total Integrating Obliging Dominating Avoiding Compromising
MLQ Total R ,489* ,704* ,547* -,400* ,020 ,623*
P ,0001 ,0001 ,0001 ,0001 ,831 ,0001
Transformational leadership R ,399* ,751* ,515* -,463* -,140 ,609*
p ,0001 ,0001 ,0001 ,0001 ,137 ,0001
İdealized effect (attributed) r ,407* ,682* ,529* -,404* -,093 ,565*
p ,0001 ,0001 ,0001 ,0001 ,322 ,0001
İdealized effect (behaviour) r ,301* ,657* ,421* -,317* -,317* ,561*
p ,001 ,0001 ,0001 ,001 ,001 ,0001
Inspirational motivation r ,441* ,685* ,465* -,272* -,098 ,547*
p ,0001 ,0001 ,0001 ,003 ,296 ,0001
Intellectual stimulation r ,276* ,665* ,377* -,514* -,103 ,489*
p ,003 ,0001 ,0001 ,0001 ,273 ,0001
Individual consideration r ,335* ,631* ,481* -,527* -,020 ,529*
p ,0001 ,0001 ,0001 ,0001 ,832 ,0001
Transactional leadership r ,331* -,116 ,143 ,267* ,443* ,100
p ,0001 ,216 ,128 ,004 ,0001 ,286
Contingent reward r ,417* ,650* ,463* -,188* -,224* ,588*
p ,0001 ,0001 ,0001 ,044 ,016 ,0001
Management by exception (active) r ,385* ,342* ,281* -,032 ,104 ,418*
p ,0001 ,0001 ,002 ,735 ,267 ,0001
Management by exception (pasif) r ,036 -,355* -,078 ,217* ,392* -,169
p ,701 ,0001 ,409 ,020 ,0001 ,072
Laissea-faire leadership r -,082 -,568* -,230* ,384* ,423* -,407*
p ,382 ,0001 ,013 ,0001 ,0001 ,0001
Results r ,375* ,722* ,489* -,512* -,069 ,570*
p ,0001 ,0001 ,0001 ,0001 ,463 ,0001
Exstra effort r ,363* ,643* ,416* -,415* -,025 ,511*
p ,0001 ,0001 ,0001 ,0001 ,790 ,0001
Effectiveness r ,347* ,708* ,483* -,546* -,053 ,526*
p ,0001 ,0001 ,0001 ,0001 ,575 ,0001
Satisfaction r ,352* ,687* ,486* -,466* -,145 ,595*
p ,0001 ,0001 ,0001 ,0001 ,123 ,0001
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