PERCEPTION OF INTELLECTUAL STIMULATION, CREATIVITY AND INNOVATION AMONG HEALTH MANAGERS WORKING IN TERTIARY LEVEL HOSPITALS

Authors

  • Saadia Shahzad
  • Humaira Zareen

Abstract

Background: Management in health sector is becoming focus of attention world over being animportant subject due to resource crunch particularly in developing countries. Beside sociodemographic factors, poor management in health sector is also an important factor responsible for poorhealth in developing countries. Moreover, there is gross lack of effective leadership in our nationalsetup. It is necessary for health managers to be well versed with the knowledge about emergingtheories, concepts and new philosophies of management/administration and leadership. Thisanthropological study was done to assess the perception and knowledge of Intellectual stimulation,creativity and innovation among the health managers working in the tertiary level hospitals of Lahore.Methods: This qualitative study was conducted in two public sector tertiary care hospitals of Lahore.Observation and in-depth interviews were conducted for data collection. Open ended questionnaire,developed on the lines of Multifactor Leadership Questionnaire was used. One main domain ofIntellectual stimulation and its variables were developed and emergence of different themes was noted.Results: In the domain of Intellectual stimulation all the participants of the study showed positivethemes for the variable of creativity. Seven of the health managers showed positive themes for thevariable of innovation, where as three health managers showed negative responses. Conclusion: Healthmanagers with management/administration qualification had better concept about the key ideas ofIntellectual stimulation, creativity and innovation; as compared to those who were working at thesemanagerial posts on the basis of their long term experience only. Female health managers were strongerin building their team members on a broader horizon as a wholesome personality and not just taking thedaily routine work.Keywords: Intellectual stimulation, creativity, innovation, health managers

References

Prabhakar GP. Switch leadership projects, an empirical study

reflecting the importance of transformational leadership on

project success across 28 nations. Project Manag J

;36(4):53–60.

Hetland H, Sandal G. Transformational leadership in

Norway; outcome and personality correlates. Eur J work

Organ Psychol 2003;12(2):147–70.

Jones D, Rick D. Transactional, transformational, or laissezfaire leadership: an assessment of college of Agricultural

Academic program leaders (Deans) leadership styles.

Proceedings of the AAAE research conference 2007;p. 34.

Kay J. Foundations of corporate success. New York: Oxford

University Press; 1933.

Richards I, Foster D, Morgan R. Brand knowledge

management growing equity. J Knowledge Manag

;2(1):47–54.

Amabile T. Motivating creativity in organizations: On doing

what you love and loving what you do. California Manag

Review 1997;40:39–58.

Amabile T. Creativity in context. Boulder, CO, West view

press; 1996.

Burns JM. Leadership. New York; Harper and Row; 1978.

Bass B. Leadership and performance beyond expectations.

New York: Free press; 1985.

Bass B. From transactional to transformational leadership:

learning to save the vision. Organ Dynam 1990;18(3):19–31.

Trofino A. Transformational leadership: Moving total quality

management to world class organizations. Int Nurs Rev

;47:232–42.

Avolio B, Waldman D, Yammarino F. The four I’s of

transformational leadership. J Eur Ind train 1995;15(4):9–16.

Bass B, Avolio B. The benchmark measure of

transformational leadership. Mind Garden, Inc 1995; (MLQ).

Available at: http:www.mindgarden.com/products/mlq.htm.

Akhtar S. Coupled effects of knowledge and leadership.

World Appl Sci J 2010;10(2):173–8.

Amabile T. A model of creativity and innovation in

organizations. In Staw B.M. Cummings L.L. (eds.). Research

in Organizational Behavior, Vol-10. Gereen-wich CT: JAI

Press 1988. p. 123–67.

Reitor R, Illies J. Leadership and creativity: understanding

leadership from the creative problem solving perspective.

Leadership 2004;15:55–77.

North H, Peter G. Leadership theory and practice, second

edition. Thousand Oaks, CA: Sage publications Inc: 2000.

Amabile T. Motivating creativity in organizations: On doing

what you love and loving what you do. California

management review 1997;40:39–58.

Rosener JB. Ways women lead. Harv Bus Rev

;68(6):119–25.

Bass B, Avolio B, Atwater L. The transformational and

transactional leadership of men and women. Int Rev Applied

Psychol 1996;45:5–34.

Schumpeter J. Theory of economic development, Cambridge:

Harvard University Press; 1934.

Downloads

Published

2011-09-01