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

Table 4:

  ROCI Total Integrating Obliging Dominating Avoiding Compromising
MLQ Total R ,512* ,614* ,491* -,065 ,215* ,517*
P ,0001 ,0001 ,0001 ,183 ,0001 ,0001
Transformational Leadership R ,457* ,675* ,498* -,199* ,126* ,568*
P ,0001 ,0001 ,0001 ,0001 ,010 ,0001
İdealized Effect (attributed) R ,488* ,594* ,548* -,143* ,206* ,518*
P ,0001 ,0001 ,0001 ,004 ,0001 ,0001
İdealized Effect (behavior) R ,409* ,590* ,421* -,049 ,029 ,475*
P ,0001 ,0001 ,0001 ,321 ,558 ,0001
Inspirational Motivation R ,416* ,534* ,373* -,004 ,106* ,436*
P ,0001 ,0001 ,0001 ,935 ,031 ,0001
Intellectual stimulation R ,248* ,529* ,322* -,304* ,023 ,432*
P ,0001 ,0001 ,0001 ,0001 ,644 ,0001
Individualized Consideration R ,368* ,603* ,426* -,309* ,146* ,530*
P ,0001 ,0001 ,0001 ,0001 ,003 ,0001
Transactional Leadership R ,156* -,142* -,008 ,404* ,182* -,119*
P ,001 ,004 ,865 ,0001 ,0001 ,015
Contingent Reward R ,267* ,472* ,265* -,045 -,038 ,313*
P ,0001 ,0001 ,0001 ,356 ,435 ,0001
Management by exceptions (active) R ,122* ,219* ,014 ,070 -,020 ,123*
P ,013 ,0001 ,777 ,155 ,686 ,012
Management by exceptions (passive) R ,036 -,325* -,091 ,348* ,199* -,210*
P ,459 ,0001 ,064 ,0001 ,0001 ,0001
Laissea-faire Leadership R ,007 -,419* -,094 ,407* ,199* -,310*
P ,887 ,0001 ,055 ,0001 ,0001 ,0001
Results R ,438* ,650* ,482* -,253* ,174* ,548*
P ,0001 ,0001 ,0001 ,0001 ,0001 ,0001
Extra effort R ,406* ,598* ,453* -,211* ,133* ,516*
P ,0001 ,0001 ,0001 ,0001 ,007 ,0001
Effectiveness R ,417* ,602* ,456* -,247* ,193* ,514*
P ,0001 ,0001 ,0001 ,0001 ,0001 ,0001
Satisfaction R ,395* ,625* ,432* -,248* ,144* ,497*
P ,0001 ,0001 ,0001 ,0001 ,003 ,0001
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