A leadership model for Iranian health-care organizations

Abstract

PurposeLeadership is the ability to influence, guide and encourage employees to achieve organizational goals. Leadership has a significant role in organizations’ success or failure. Thus, this paper aims to develop a model to elucidate leadership practices in the Iranian health-care organizations (HCOs).Design/methodology/approachQualitative approach was used in this study due to its explorative nature. Semi-structured interviews were conducted with 32 key managers and 30 professionals working at different HCOs. Inductive analysis was carried out using the grounded theory approach to develop an initial leadership model for HCOs. The proposed model subsequently was verified by an experts’ panel.FindingsThe proposed leadership model emerged from the Iranian HCOs encompasses six main categories: leader, followers, high-ups and peers, context, processes and outcomes. Leader, followers and contexts as main categories did also have further sub-categories.Research limitations/implicationsStudy findings are cautiously transferrable as it reflects the Iranian context. While the model was verified, it might still benefit from more and diverse views.Practical implicationsThis model can be used by health-care policymakers and managers for improving managers’ leadership competencies and practices and enhancing health outcomes through motivating and mobilizing health-care resources toward achieving organizational goals.Originality/valueThis study aims to give an answer for “what is the current status of leadership in Iranian HCOs?” and “how can we reinforce the strengths and address the weaknesses?”