Abstract
Research background: In today’s turbulent times, organizations face the challenge of fulfilling many complex requirements while at the same time they have to adjust to ongoing changes. The necessary changes that would allow for resolving these problems should, first of all, involve a new approach to human resource management and, in particular, the role of leadership in healthcare units. Numerous studies conducted over the years confirm the growing importance of leadership in modern organizations, especially in the healthcare sector.
 Purpose of the article: The main goal of the project is to identify the relationships between innovative leadership and the organizational efficiency of healthcare units in the context of innovation levels. The article discusses the research hypotheses concerning the existence of a relationship between management innovation and transformational leadership style in healthcare units, the existence of a relationship between transformational leadership style and the efficiency of healthcare units, the existence of a relationship between management innovation and the efficiency of healthcare units.
 Methods: The survey was conducted in 100 randomly selected healthcare units in Poland. The analysis of interdependencies was performed, among others, with the use of the Pearson product-moment correlation coefficient, Spearman's rank correlation coefficient, the Kendall rank correlation coefficient, the coefficient of colligation, and a chi-squared test, while the measures were chosen based on their adequacy for correlated variables and their distribution. In order to verify the hypotheses formulated in the study, a number of statistical methods were applied, e.g. descriptive statistics and correlation analysis
 Findings & Value added: The key result of the study identifies the role of transformational leader-ship style in the relationship between the level of innovativeness and efficiency in healthcare units. The article also points to practical implications that may contribute to improved management practices in healthcare units.
Highlights
Innovation, or more precisely — capacity for innovation — is a source of efficiency in healthcare entities (Pearson, 2010)
It is worth noting that most literature on innovation in the healthcare sector focuses on product and process innovation, while management innovation is explored to a much lesser degree, according to a number of authors it increasingly translates into performance and, as a result, improves the competitiveness of entities
This stems from the natural role and competences of top executives, who decide about the directions for the development of an organization as a whole and are responsible for seeking new solutions in management, in order to ensure a steady improvement in performance, through increased innovation and creativity of staff and by creating conditions conducive to the emergence of innovation, technological innovation (Elkins & Keller, 2003, pp. 586–607)
Summary
Innovation, or more precisely — capacity for innovation — is a source of efficiency in healthcare entities (Pearson, 2010). Organizational leaders have an impact on employee motivation and possess the quality that is referred to as intellectual stimulation, which are the two factors critical to organizational innovation. This stems from the natural role and competences of top executives, who decide about the directions for the development of an organization as a whole and are responsible for seeking new solutions in management, in order to ensure a steady improvement in performance, through increased innovation and creativity of staff and by creating conditions conducive to the emergence of innovation, technological innovation This stems from the natural role and competences of top executives, who decide about the directions for the development of an organization as a whole and are responsible for seeking new solutions in management, in order to ensure a steady improvement in performance, through increased innovation and creativity of staff and by creating conditions conducive to the emergence of innovation, technological innovation (Elkins & Keller, 2003, pp. 586–607)
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
