TITLE | Leadership in Occupational Therapy: Self Perceptions of Occupational Therapy Managers |
RESEARCHER | John Robert Patro Jr. Department of Occupational Therapy The University of Scranton Unpublished Masters’ Thesis: May 2008 |
OBJECTIVE
The purpose of this study is to increase knowledge about leadership in
the field of occupational therapy management.
METHODOLOGY
One hundred and fifty occupational therapy managers in the
United States who were members of the American Occupational
Therapy Association’s Administration and Management Special
Interest Section were randomly selected and surveyed; 53
responded (35% response rate). They completed the Leadership
Practices Inventory and provided demographic information. The
typical respondent was female (77%), with a baccalaureate (58%)
or masters (38%) degree in occupational therapy, employed in
either hospital (non-mental health) practice settings (38%) or long
term care (18%), with an average of 12.4 years of work
experience as occupational therapists and a mean of 19.7 years
of occupational therapy management experience.
KEY FINDINGS
The most frequent leadership practice reported was Enabling,
followed by Modeling and Encouraging, followed by Challenging
and Inspiring. Generally LPI scores were not significantly
correlated with demographic factors like gender, education,
practice setting or years of experience. In conclusion, the author
states:
I would like to challenge all managers and OT practitioners to seriously reflect on their leadership characteristics and abilities. I ask that they refer to the LPI leadership areas set forth by Kouzes and Posner (1995) and look to challenge the process, enable others to act, encourage the heart, inspire a shared vision, and model the way. It is my belief that through a balance between all five of these principles, occupational therapists can answer the call of the profession and become a profession that will have the power to influence and lead (pp. 63-4).