Introduction: Leadership style is a way, a system of methods of influence of the leader on subordinates. This is one of the most important factors of the effective work of the institution, the full realization of the potential capabilities of people in the team. Leadership style, as an individual way of carrying out management activities, is mostly associated with the person of the manager. The management style is formed under the influence of the relationship between the manager and the team in the process of making and implementing management decisions, individual characteristics and preferences of the manager. The objective of the study was conflicts in the field of healthcare in the system “medical personnel of a healthcare institution—patients and relatives of patients”. The objective of the study was to determine management styles in conflict situations among medical workers. Materials and Methods: With the help of a direct individual survey, according to an anonymous questionnaire developed by us, the opinion of 582 medical workers (422 doctors and 160 nurses) of general hospitals and primary care centers of Chernivtsi and Chernivtsi region regarding the ceilings of behavior in conflict situations was studied. Results: In a conflict situation, the leading form of behavior for medics, both doctors and medical personnel, is the subordinate type (29.6% and 38.1%, respectively). The second most frequent method of conflict resolution is an authoritarian strategy (20.6% for doctors and 15% for nurses), in which personal aspirations and the achievement of one’s own goals come to the fore. Dependent style (17.8% for doctors and 13.75% for nurses) ranks third. A selfish style of behavior in a conflict situation is characteristic of 13.7% of doctors and 13.1% of nurses. A friendly style of behavior during the resolution of conflict situations is characteristic of medical workers at a rather low level (12.3% for doctors and 12.5% for nurses). Aggressive style (5.9% for doctors and 7.5% for nurses) is the least popular as a model of behavior in a conflict situation among respondents. Conclusion: The style of behavior of doctors and nurses in conflict situations is ambiguous, which is due to personal qualities, the degree of leadership, professional relationships and the specifics of the work environment.
Usenko, L.V., Kobelyatskyi, Y.Y., Klopotskaya, N.G., Tsarev, A.V., Usenko, A.A. and Olenyuk, D.V. (2020) Conflict Situations in Medical Practice: Ethical and Legal Aspects. Emergency Medicine, 16, 115-119. https://doi.org/10.17238/issn2223-2427.2019.1.48-57
Yekhalov, V.V. and Bagunina, O.O. (2021) Conflicting Competence of Intern Doctors in the Specialty “Pediatric Anesthesiology”. Philosophical, Philosophical and Cultural Contexts of Continuous Education: Materials of the 3rd International Scientific and Practical Conference, Dnipro, 29-30 April 2021, 58-60.
Novikova, S.G. (2019) A Conflict Patient at a Medical Appointment. How to Solve the Problems? Surgical Practice, 1, 48-57. (In Russian) https://doi.org/10.17238/issn2223-2427.2019.1.48-57
Kalaur, S. (2016) The Training of Future Specialists of Social Sphere to Conflict Resolution as a Scientific Problem. Modern Science, 3, 42-49.
Al-Hamdan, Z., Nussera, H. and Masa’deh, R. (2016) Conflict Management Style of Jordanian Nurse Managers and Its Relationship to Staff Nurses’ Intent to Stay. Journal of Nursing Management, 24, E137-E145. https://doi.org/10.1111/jonm.12314
Panchishin, N. and Smirnova, N. (2012) Evaluating of Effectiveness of Management in the Health Care System. Visnik Socialnoyi Gigiyeni ta Organizaciyi Ohoroni Zdorov’Ya Ukrayini, 3, 57-59.
Kovaliv, M.V. (2010) Osnovi upravlinnya v organah vnutrishnih sprav Ukrayini [Fundamentals of Management in the Internal Affairs of Ukraine]. Lvivskij derzhavnij un t vnutr, Lviv.
Koshevaya, S.P., Mihalchuk, V.N., Shaporenko, O.I. and Radysh Y.F. (2020) The Role and Place of Public Policy in the Processes of Reforming the State Governance System. Wissenschaft für den Modern Menschen. In: Halynska, Y., Lvovich, Y.E., Pishenina, T.I., Preobrazhenskiy, A.P., Shaporenko, O.I., Stovpets, O.V., et al., Eds., Wirtschaft, Management, Tourismus, Bildung, Philosophie, Gesetz, Book 1, Part 3, NetAkhatAV, Karlsruha, 29-39.
Melnyk, L.A. (2018) Suchasnyi kerivnyk medychnoho zakladu v umovakh reformuvannia zdorovo okhoronnoi haluzi [The Modern Head of the Medical Institution in the Conditions Reforming the Healthcare Industry]. Derzhavne Upravlinnia: Udoskonalennia ta Rozvytok, 11, Article No. 7. (In Ukrainian) http://www.dy.nayka.com.ua/pdf/ll_2018/24.pdf https://doi.org/10.32702/2307-2156-2018.11.22
Jodar, I., Solà, G., Gené, I., Badia, J., Hito, P.D., Osaba, M.A. and Del Val García, J.L. (2016) Self-Perception of Leadership Styles and Behaviour in Primary Health Care. BMC Health Services Research, 16, Article No. 572. https://doi.org/10.1186/s12913-016-1819-2
Camp, L., Vilaseca, J., Benavent, J. and Davins, J. (2011) La autonomía de gestión de los equipos de Atención Primaria en Cataluna. Revista de Calidad Asistencial, 26, 325-326. https://doi.org/10.1016/j.cali.2011.02.009
Top, M., Tarcan, M., Tekingündüz, S. and Hikmet, N. (2013) An Analysis of Relationships among Transformational Leadership, Job Satisfaction, Organizational Commitment and Organizational Trust in Two Turkish Hospitals. The International Journal of Health Planning and Management, 3, 217-241. https://doi.org/10.1002/hpm.2154
Sfantou, D., Laliotis, A., Patelarou, A., Sifaki-Pistolla, D., Matalliotakis, M. and Patelarou, E. (2017) Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review. Healthcare, 5, 73-89. https://doi.org/10.3390/healthcare5040073
Cheng, C., Bartram, T., Karimi, L. and Leggat, S. (2016) Transformational Leadership and Social Identity as Predictors of Team Climate, Perceived Quality of Care, Burnout and Turnover Intention among Nurses. Personnel Review, 45, 1200-1216. https://doi.org/10.1111/jan.12860
Lavoie-Tremblay, M., Fernet, C., Lavigne, G.L. and Austin, S. (2016) Transformational and Abusive Leadership Practices: Impacts on Novice Nurses, Quality of Care and Intention to Leave. Journal of Advanced Nursing, 72, 582-592. https://doi.org/10.1111/jan.12860
Fischer, S.A. (2016) Transformational Leadership in Nursing: A Concept Analysis. Journal of Advanced Nursing, 72, 2644-2653. https://doi.org/10.1111/jan.13049
Crede, M., Jong, J. and Harms, P. (2019) The Generalizability of Transformational Leadership Across Cultures: A Meta-Analysis. Journal of Managerial Psychology, 34, 139-155. https://doi.org/10.1108/JMP-11-2018-0506
AL Fadhalah, T. and Elamir, H. (2021) Organizational Culture, Quality of Care and Leadership Style in Government General Hospitals in Kuwait: A Multimethod Study. Journal of Healthcare Leadership, 13, 243-254. https://doi.org/10.2147/JHL.S333933
Lehan, V.M., Kryachkova, L.V. and Borvinko, E.V. (2016) What a Modern Healthcare Manager Should Look Like. Zdorov’ya Naciyi, 4, 139-145. (In Ukrainian)
Stephen, M. (2005) An Empirical Assessment of High Performing Medical Groups: Results from a National Study. Medical Care Research and Review, 62, 407-412. https://doi.org/10.1177/1077558705277389
Casalino, L. (2003) External Incentives, Information Technology, and Organized Processes to Improve Health Care Quality for Patients with Chronic Diseases. Journal of the American Medical Association, 289, 434-441. https://doi.org/10.1001/jama.289.4.434
Fitzgerald, L., Lilley, U., Ferlie, C., Addicott, U., McGivern, R.G.U. and Buchanan, D. (2006) Managing Change and Role Enactment in the Professionalized Organization. Department of Health and Social Care, SDO, NIHR, Department of Health. https://www.sdo.nihr.ac.uk/sdo212002.html
Aggarwal, R. and Swanwick, T. (2015) Clinical Leadership Development in Postgraduate Medical Education and Training: Policy, Strategy, and Delivery in the UK National Health Service. Journal of Healthcare Leadership, 7, 109-122. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5740989/
Kanste, O., Kyngas, H. and Nikkila, J. (2007) The Relationship between Multidimensional Leadership and Burnout among Nursing Staff. Journal of Nursing Management, 15, 731-739. https://doi.org/10.1111/j.1365-2934.2006.00741.x
Onyura, B., Crann, S., Tannenbaum, D., Whittaker, M.K., Murdoch, S. and Freeman, R. (2019) Is Postgraduate Leadership Education a Match for the Wicked Problems of Health Systems Leadership? A Critical Systematic Review. Perspectives on Medical Education, 8, 133-142. https://doi.org/10.1007/s40037-019-0517-2
Brook, R.H. (2010) Medical Leadership in an Increasingly Complex World. JAMA, 304, 465-466. https://doi.org/10.1001/jama.2010.1049
Jeon, Y.H., Glasgow, N.J., Merlyn, T. and Sansoni, E. (2010) Policy Options to Improve Leadership of Middle Managers in the Australian Residential Aged Care Setting: A Narrative Synthesis. BMC Health Services Research, 10, Article No. 190. https://doi.org/10.1186/1472-6963-10-190
Dwyer, D. (2011) Experiences of Registered Nurses as Managers and Leaders in Residential Aged Care Facilities: A Systematic Review. International Journal of Evidence-Based Healthcare, 9, 388-402. https://doi.org/10.1111/j.1744-1609.2011.00239.x
Stoller, J.K. (2009) Developing Physician-Leaders: A Call to Action. Journal of General Internal Medicine, 24, 876-878. https://doi.org/10.1007/s11606-009-1007-8
Cosway, B., Carson-Stevens, A and Panesar, S. (2012) Clinical Leadership: A Role for Students? British Journal of Hospital Medicine, 73, 44-45. https://doi.org/10.12968/hmed.2012.73.1.44
Swanwick, T. and McKimm, J. (2011) What Is Clinical Leadership…and Why Is It Important? The Clinical Teacher, 8, 22-26. https://doi.org/10.1111/j.1743-498X.2010.00423.x
Sheridan, P.T. and Smith, L.B. (2009) Redefining HIM Leadership: Toward an HIM Leadership Framework: A Commentary on HIM Leadership. Perspectives in Health Information Management, 6, 1c. https://www.ncbi.nlm.nih.gov/pmc/journals/486/
Baker, G. and Denis, J.L. (2011) Medical Leadership in Health Care Systems: From Professional Authority to Organizational Leadership. Public Money & Management, 31, 355-362. https://doi.org/10.1080/09540962.2011.598349
Bowers, L., Nijman, H., Simpson, A. and Jones, J. (2011) The Relationship between Leadership, Teamworking, Structure, Burnout and Attitude to Patients on Acute Psychiatric Wards. Social Psychiatry and Psychiatric Epidemiology, 46, 143-148. https://doi.org/10.1007/s00127-010-0180-8
Casida, J. and Pinto-Zipp, G. (2008) Leadership-Organizational Culture Relationship in Nursing Units of Acute Care Hospitals. Nursing Economic, 26, 7-15.
Begley, C.B. (2010) Driving Transformational Change: Lessons for Boards and Leaders. Trustee, 63, 32-33.
Halligan, A. (2012) Lessons in Leadership. Journal of the Royal Society of Medicine, 105, 230-231. https://doi.org/10.1258/jrsm.2012.12k023
Mykhalchuk, V.M., Hoyda, N.G. and Nesterets, O.L. (2017) Modern Problems and Ways of Improvement Training of Management Personnel in the Field of Health Care in Ukraine. Materials of the Annual Scientific-Practical Conference with International Participation. Personnel Policy in the Field of Health Care in the Conditions of Threats to the National Security of Ukraine, 23, 97-101.
Stepurko, T. (2013) Kompetenciyi administratoriv v ohoroni zdorov’ya: Realiyi ta perspektivi. Analitichna zapiska HC3/2013 [Competences of Health Administrators: Realities and Prospects. Analytical Note NSH/2013]. Institut Ekonomichnih Doslidzhen ta Politichnih Konsultacij, Kyiv. (In Ukrainian)
Kanyuka, G.S. (2002) Psychological Bases of Success in Professional Activity of Heads of Health Institutions. G.S. Kostiuk Institute of Psychology, Kyiv.
Pogorilyak, P.Y. and Gulchij, O.P. (2015) Study of the Problem of Training Modern Health Care Managers in Ukraine. Zdorov’ya Naciyi, 4, 76-78.