Transactional versus transformational style of leadership--employee perception of leadership efficacy in public and private hospitals in Kuwait

Abstract

Objectives: To determine whether employees working for a transformational leader perceive their leader as more effective than do those working for a transactional leader. To assess whether employees in private hospitals are more likely to perceive their leaders as transformational than are employees in public hospitals.

Design: A questionnaire study of a random sample of employees working at 4 hospitals (private and public) in Kuwait; 266 respondents included.

Results: Analysis of varience and regression analysis showed that the transformational style of leadership was linked to high level of employee perception of leadership efficacy. Also, the employees in private hospitals were more likely to perceive their leaders as transformational than were employees in public hospitals.

Conclusions: Hospitals in Kuwait may benefit by recruiting leaders with a transformational style, as it is directly related to quality, employee satisfaction, increased productivity, and employee perception of leadership efficacy.