• Saadia Shahzad
  • Humaira Zareen


Background: Rapid growth of medical knowledge has created major changes in technology which inturn has created greater demand of the client for better health services, and health sector is constantlyunder pressure of great internal and external demands. Quality of services, largely depend on to whatextent managers are well versed with the concept of evidence based management, team and groupapproach in achieving organizational objectives. Making an effective health system, addressing thedouble burden of diseases coupled with resource crunch in developing countries is a big challenge forpolicy makers and health managers. Comprehensive concepts and application knowledge of leadershipis very important for health managers in the present day in order to get best output that satisfies all thestake holders. Present anthropological study was done to assess the perception and knowledge ofleadership among the health managers working in tertiary level hospitals. Methods: This qualitativestudy was conducted in two public sector tertiary level hospitals of Lahore chosen randomly out of atotal of seven such hospitals in the same city. Convenient sampling technique was used. Observationand in- depth interviews were conducted for data collection. Open ended questionnaire on the lines ofMLQ was used. One main domain of leadership was developed and categorisation of the themes wasdone in the two evolved categories of transformational and transactional leadership. Results: In thedomain of leadership 10 of the health managers showed positive themes for transactional leadership, 6showed positive themes for transformational leadership, and still 1 health manager showed overallnegative response for the concept of leadership; he was totally in favour of dictatorship. Conclusion:Health managers with degrees in management/administration had better concept about the key idea ofleadership and its variables. Female health managers were more inclined towards transformationalleadership behaviour.Keywords: Transformational leadership, transactional leadership, health managers


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