ArticleJournal of healthcare leadership2025
Implicit Leadership Theories and Traits: A Qualitative Study of Managers in a Medical Sciences University.
Article in Journal of healthcare leadership, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 2 papers.
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Who cites it
2 citing papers in PubMed.
- From stakeholder mapping to statistical modeling: an illustrative demonstration of end-to-end Net-Map methodology for health governance analysis.Archives of public health = Archives belges de sante publique · 2026Article
- A survey of self-reported varicose veins with prior clinical diagnosis among adults residing in the United Arab Emirates: a cross-sectional study examining associated factors.Frontiers in epidemiology · 2026Article
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Authors and funding
5 authors.
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Abstract
Background: Understanding how healthcare professionals conceptualize leadership is vital for developing effective leadership development programs in medical universities. However, little is known about Implicit Leadership Theories (ILTs) within the unique context of Iranian medical universities, where education and healthcare service provision intersect. Aim: This study explored implicit leadership expectations among faculty and staff in a medical university setting, emphasizing the novelty of examining ILTs in Iran's academic health system and its potential relevance for similar institutions globally. Methods: A qualitative phenomenological approach was employed to investigate ILTs among faculty and managers at Khomein University of Medical Sciences, a regional institution integrating healthcare services with clinical education. Fifteen participants were purposively sampled and interviewed using a semi-structured guide, drawn from twenty invited individuals. Data were analyzed using Colaizzi's method with support from MAXQDA. Ethical approval was obtained, and informed consent was secured from all participants. Results: Four domains of ILTs were identified: (1) ethical and personal traits such as honesty, justice, and humility; (2) managerial and organizational competencies and capabilities, including planning, decision-making, and accountability; (3) communication and relational behaviors emphasizing respect, empathy, and participation; and (4) structural and cultural conditions shaping leader effectiveness. Conclusion: Findings highlight the need to align leadership behaviors with follower expectations to foster trust, strengthen leadership development, and enhance institutional performance. Situating ILTs in a non-Western academic health setting expands the global literature on leadership and followership, offering insights for medical universities in Iran and comparable systems internationally.
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