Leading medical laboratory professionals toward change readiness: A correlational study

Abstract

Background: To remain effective in the dynamic health care landscape, the laboratory must embrace the continuous improvement mindset to support a culture of change, and leadership must facilitate the change process, mitigating perceived barriers of change readiness in followers. Methods: This quantitative study was designed to determine whether there is an association between leadership style (Multifactor Leadership Questionnaire [MLQ]) and change readiness (3-component model [TCM] commitment to change/Employee Commitment Survey, and whether leadership style predicts change readiness. Laboratory professionals (n = 718) were recruited through national societies to complete a combined MLQ-TCM survey instrument. Multivariate analysis of variance, Pearson correlations, and multiple regression analyses were performed. Results: A significant correlation between leadership style and change readiness (transformational leadership [TL] and affective commitment to change, r(716) =. 12, P =. 002; passive-Avoidant behavior and continuance commitment to change, r(716) =. 25, P