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Rushton, Emma (2017) A social cognitive perspective of leadership: exploring the impact of a scenario-based leadership training intervention within healthcare settings. PhD thesis, University of Nottingham.

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Abstract

This thesis explores and tests an integrated, social cognitive approach to understanding leadership and developing leaders within healthcare organisations in the United Kingdom. Two studies were implemented; the first involved an assessment of the personal and environmental components of leaders and their followers, as well as the self-reported and follower-rated behaviour of leaders in eight National Health Service (NHS) organisations. The second study involved working with 15 organisations across the NHS to implement and evaluate a scenario-based training intervention which promotes a social cognitive perspective of leadership and draws on the principles of adult learning. The impact of this intervention was examined using a longitudinal design and factors influencing the transfer of leader self-efficacy were explored.

For both studies, the suitability of measures was assessed and validated using confirmatory factor analysis. Specific analytic techniques were used within each study based on the study objectives. In study I, mediation analyses were conducted using Structural Equation Modelling (SEM) to explore the interaction between personal, environmental and behavioural components within leaders, as well as exploring how these components interact in the relationship between the leader and their followers. The results revealed a significant mediational role of two key aspects of the perceived environment (control and social resources) in the relationship between leaders’ behaviour and followers’ personal components and attitudes towards work. The mediational role of leader behaviour in the relationship between leaders’ personal components and their perceived environment was not supported.

Study II used a Multivariate Analysis of Variance (MANOVA) with a repeated measures design to explore the impact of training over time on leaders’ awareness of what constitutes ‘supportive’ leadership behaviour and their self-efficacy judgements. Data was collected immediately prior to attendance at the training intervention, immediately after training and 6 months post-training.

The results revealed a significant increase in leaders’ self-efficacy post-training in relation to four common situations that leaders within healthcare settings face. The longitudinal analysis also showed that leaders’ self-efficacy beliefs were maintained 6 months post-training. In addition, an assessment of leaders’ behavioural awareness indicated that democratic leadership behaviours and behaviours relating to greater self/other awareness were seen to be significantly more supportive immediately after training compared to pre-training (baseline) levels. There were no significant differences in leaders’ awareness of the supportiveness of performance and target-driven behaviours immediately after the training. However, the longitudinal analysis revealed that leaders’ increased awareness of the supportiveness of these behaviours was not sustained over time. Instead, these behaviours were seen to be significantly less supportive 6 months after training compared to both the immediate post-training and pre-training levels of awareness.

Finally, a Hierarchical Multiple Linear Regression (HMLR) analysis revealed that the transfer of leaders’ self-efficacy beliefs (as assessed 6 months post-training) was significantly predicted by leaders’ pre-training (baseline) and post-training self-efficacy levels, as well as leaders’ age. Contrary to what was expected, application of their learning, post-training support from colleagues and supervisors and the interaction between support and the application of learning did not predict leaders’ self-efficacy 6 months after training.

This thesis concludes by discussing the implications for leadership research and leadership training within healthcare organisations.

Item Type:	Thesis (University of Nottingham only) (PhD)
Supervisors:	Leka, S. Leather, P.J.
Keywords:	Leadership training; Health services administration; Healthcare organisations
Subjects:	W Medicine and related subjects (NLM Classification) > W Health professions
Faculties/Schools:	UK Campuses > Faculty of Medicine and Health Sciences > School of Medicine
Item ID:	49815
Depositing User:	Rushton, Mrs Emma
Date Deposited:	27 Jul 2018 12:27
Last Modified:	12 Jul 2022 04:30
URI:	https://eprints.nottingham.ac.uk/id/eprint/49815

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