Relationship between manager's leadership style and organisational structure and culture of Qazvin hospitals

Organizational structure and culture influence the performance of an organization. Various factors, on the other hand, affect the structure and culture of an organization. This study aimed to examine the relationship between managers’ leadership style and organizational structure as well as culture in Qazvin hospitals, Qazvin, Iran.
The present descriptive and cross-sectional study was conducted through the use of leadership (including transformational, transactional and laissez-fair dimensions), organizational structure (including mechanistic and organic dimensions) and organizational culture (including attention to details, creativity, risk taking, stability, team- working and power distance dimensions) questionnaires. The questionnaires were distributed among hospital employees and managers using stratified random issues such as informed consent, sampling method. Data were analyzed using SPSS software. Ethical confidentiality of information and researchers’ objectivity were all considered.
Qazvin hospitals mainly had a mechanic and bureaucratic structure. The hospitals also revealed to have a moderate organizational culture. Stability and paying attention to details dimensions of organizational culture achieved higher scores. On the other hand, power distance, team working, risk taking and creativity achieved moderate scores. The prevalent leadership style of managers was transformational. There was a meaningful statistical relationship between managers’ leadership styles and organizational structure and culture of Qazvin hospitals. Transformational leadership had the most impact on power distance and creativity dimensions of organizational culture.
Identifying organizational structure and culture types as well as using an appropriate leadership style could improve hospitals’ productivity.