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Published:
Apr 9, 2022Keywords:
Radiodiagnosis; leadership; coaching; behavior; transformational; transactional; lassiez faire
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The copyright belongs to the Journal Committee of the Association of Radiographers of Nigeria (ARN).
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Leadership-Coaching Behaviour in Radiodiagnostic Practice
Abstract
Background: Leadership-coaching can be utilized to find talents, develop and retain them to ensure organisational effectiveness. In healthcare, good leadership-coaching behaviour is imperative as it ensures collaboration among team members.
Objective: To determine the type of leadership-coaching behaviour utilized by leaders in Radiodiagnostic unit in two tertiary institutions in south-eastern Nigeria.
Methodology: Multifactor leadership questionnaire (MLQ) questionnaire was administered to three leaders and seventy-four subordinates in both units with the replacement of ‘I’ with ‘My supervisor’ in the subordinates’ questionnaire. SPSS version 17 was used to analyse the data.
Results: Response rate for leaders was 100% while that of subordinates was 79.4%. Responses received from leaders gave leadership behavioral pattern as transformational (87.99%), transactional (70.4%) and lassiez-faire ( 25%). From subordinates’ perspective however, it was transformational (67.9%), transactional (60.9%) and lassiez-faire (24.2%). T-test statistic indicate significant mean difference between positive responses in regard to transformational leadership behaviour from leaders and subordinates’ perspectives.
Conclusion: Leaders in radiodiagnostic units utilize more of transformational leadership-coaching behaviour than other forms.
Objective: To determine the type of leadership-coaching behaviour utilized by leaders in Radiodiagnostic unit in two tertiary institutions in south-eastern Nigeria.
Methodology: Multifactor leadership questionnaire (MLQ) questionnaire was administered to three leaders and seventy-four subordinates in both units with the replacement of ‘I’ with ‘My supervisor’ in the subordinates’ questionnaire. SPSS version 17 was used to analyse the data.
Results: Response rate for leaders was 100% while that of subordinates was 79.4%. Responses received from leaders gave leadership behavioral pattern as transformational (87.99%), transactional (70.4%) and lassiez-faire ( 25%). From subordinates’ perspective however, it was transformational (67.9%), transactional (60.9%) and lassiez-faire (24.2%). T-test statistic indicate significant mean difference between positive responses in regard to transformational leadership behaviour from leaders and subordinates’ perspectives.
Conclusion: Leaders in radiodiagnostic units utilize more of transformational leadership-coaching behaviour than other forms.
