The effect of leadership styles on the organisational performance and moderating role of organisational cultre of the healthcare in the state of qatar

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dc.contributor.advisorPopp, József
dc.contributor.authorAlshamari, Shaher
dc.contributor.departmentIhrig Károly gazdálkodás- és szervezéstudományok doktori iskolahu
dc.date.accessioned2021-03-07T20:11:26Z
dc.date.available2021-03-07T20:11:26Z
dc.date.created2021hu_HU
dc.date.defended2021-03-25
dc.description.abstractThe primary study aim was to understand the role leadership styles play in the performance of PHCC in Qatar and the moderating role of organisational culture on the relationship between leadership techniques and organisational performance. The purpose of this study was to examine leadership styles of the healthcare system in Qatar, leadership style's impact on EJS commitments in the healthcare system of Qatar plus organisational culture as a possible moderator. The dissertation consists of six chapters. Chapter 1 laid out the goals of the research: its objectives, chief inquiry veins, hypotheses tested and the study structure. Chapter 2 synthesized the empirical literature, summarizing the body of knowledge relating to the history and efficacy of leadership approaches as well as the models for assessing organisational culture. The literature review provided an overview of the extant research relevant to the issue under investigation. This section contextualized the gaps in previous inquiries, proposing the theoretical models utilized. Chapter 3 outlined the research plan for executing the study. The data sample of employees at 23 health centres throughout Qatar, the quantitative, survey-based approach, and the methods of statistical analysis applied to the findings were explained. Quantitative data was collected from Qatar’s three administrative regions: Northern, Central, and the Southern areas. The component sections of the questionnaire gleaned the medical staff and the PHCC profiles, leadership styles, organisational culture, employee job satisfaction, and employee organisational commitment. Chapter 4 presented the yield of the quantitative study. The results included a descriptive analysis of the data findings, as well as factor, correlation and regression analyses. The interpretation of these results is summarized using tables and figures. The investigation unmasked dominant leadership techniques managers employed, revealing a correlation between leadership styles and organisational performance. These findings corroborated the literature review asserting the role corporate culture plays in moderating leadership style and its effects on employee satisfaction and commitment. The study was carried out using surveys to build a picture of organisational culture per the Denison Model. Chapter 5 concluded the thesis and revealed the theoretical and practical implications of the study. The chapter ended, highlighting potential avenues for future research. Chapter 6 presents the main conclusions as well as the principal and novel findings of the investigation.hu_HU
dc.format.extent142hu_HU
dc.identifier.urihttp://hdl.handle.net/2437/303699
dc.language.isoenhu_HU
dc.subjectleadership styleshu_HU
dc.subjectorganisational culture
dc.subjecthealthcare
dc.subjectorganisational performance
dc.subject.disciplineGazdálkodás- és szervezéstudományokhu
dc.subject.sciencefieldTársadalomtudományokhu
dc.titleThe effect of leadership styles on the organisational performance and moderating role of organisational cultre of the healthcare in the state of qatarhu_HU
dc.title.translatedThe effect of leadership styles on the organisational performance and moderating role of organisational cultre of the healthcare in the state of qatarhu_HU
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