Moderating role of transformational leadership styles of hospital management boards on adoption of mobile health innovations by hospitals in Kenya

  • Bahati Prince Ngongo United States International University - Africa
  • Phares Ochola
  • Joyce Ndegwa
  • Paul Katuse
Keywords: Mobile Health, Adoption of M-Health, Digital Health, Health Innovations, Kenya

Abstract

Sub-Saharan Africa lags other regions in the adoption of both Patient-Centered (PC) and Facility Centered (FC) mobile health (m-health) applications. Transformational Leadership Style (TLS) of Hospital Management Boards (HMBs) is catalytic for the adoption of disruptive technologies such as m-health by hospitals. There is limited evidence on the effect of TLS of HMBs in the adoption of innovations in Low- and Middle-Income Countries (LMICS). This study investigated the moderating role of TLS of HMBs on the adoption of PC and FC m-health by hospitals in Kenya. It used the Logit Regression Model to test null hypotheses that the four constructs of TLS (Idealized Influence (II), Individualized Consideration (IC), Inspirational Motivation (IM), Intellectual Stimulation (IS)) individually or combined had no significant moderating effect on adoption of PC and FC m-health applications.  Primary data was collected from a representative sample size of 211 Top Executives (TEs) of level 4 to 6 hospitals who evaluated the TLS of their HMBs on m-health adoption. At a 5% level of significance, the study found that only the combined application of the four constructs (II, IC, IM, IS) significantly moderated the adoption of PC m-health (p=0.046) but did not moderate FC m-health (p=0.345). Each incremental application of TLS would increase the odds of adopting PC m-health by 1.002 but not for FC. Therefore, this study recommends the capacity strengthening of HMBs in TLS to scale up PC m-health adoption in Kenya and other LMICs. It also recommends a differentiated approach to policies, practices, and theories of adoption of innovations using the PC-FC models.

References

Abor, P. A. (2015). The effects of healthcare governance and ownership structure on the performance of hospitals in Ghana. International Journal of Law and Management, 57(2), 107–140.

Arnold, K. A., & Loughlin, C. (2013). Integrating transformational and participative versus directive leadership theories: Examining intellectual stimulation in male and female leaders across three contexts. Leadership & Organization Development Journal, 34(1), 67–84.

Barth-Farkas, F., & Vera, A. (2014). Power and transformational leadership in public organizations. International Journal of Leadership in Public Services, 10(4), 217–232.

Becker, S., Miron-Shatz, T., Schumacher, N., Krocza, J., Diamantidis, C., & Albrecht, U.-V. (2014). mHealth 2.0: experiences, possibilities, and perspectives. JMIR mHealth and uHealth, 2(2).

Birasnav, M. (2014). Relationship between transformational leadership behaviors and manufacturing strategy. International Journal of Organizational Analysis, 22(2), 205–223.

Cheung, M. F. Y., & Wong, C.-S. (2011). Transformational leadership, leader support, and employee creativity. Leadership & Organization Development Journal, 32(7), 656–672.

Chib, A. (2013). The promise and peril of mHealth in developing countries. Mobile Media & Communication, 1(1), 69–75.

Cresswell, J. W., & Plano Clark, V. L. (2007). Designing and conducting mixed methods research. Thousand Oaks etc. Sage.

Dwivedi, Y. K., Shareef, M. A., Simintiras, A. C., Lal, B. & Weerakkody, V. (2016). A generalized adoption model for services: A cross-country comparison of mobile health (m-health). Government Information Quarterly, 33(1), 174–187.

Guay, R. P. (2013). The relationship between leader fit and transformational leadership. Journal of Managerial Psychology, 28(1), 55–73.

Field, A., & Miles, J. (n.d.). Discovering statistics using SAS. 2010. London: Sage Publications.

Fincham J.E (2008) Response rates and responsiveness for surveys, standards, and the Journal. Am J Pharm Educ.;72(2):43.

Jones, M., Rattray, J. (2007) Essential elements of questionnaire design and development, Journal of Clinical Nursing, Volume 16, Issue 2, Pages 234-243.

Lee, J. (2008). Effects of leadership and leader-member exchange on innovativeness. Journal of Managerial Psychology, 23(6), 670–687.

Mechael, P., Batavia, H., Kaonga, N., Searle, S., Kwan, A., Goldberger, A. & Ossman, J. (2010). Barriers and gaps affecting mHealth in low- and middle-income countries: Policy white paper. Columbia university. Earth institute. Center for global health and economic development (CGHED): with mHealth alliance.

Parahoo K (2006) Nursing Research: Principles, Process and Issues. 2nd ed. Palgrave Macmillan, Houndmills, Basingstoke

Prasad, B., & Junni, P. (2016). CEO transformational and transactional leadership and organizational innovation: The moderating role of environmental dynamism. Management Decision, 54(7), 1542–1568.

Sattayaraksa, T., & Boon-itt, S. (2016). CEO transformational leadership and the new product development process: The mediating roles of organizational learning and innovation culture. Leadership & Organization Development Journal, 37(6), 730–749.

The Netherland Enterprise Agency (2016), The Kenya Health Sector Market Survey. https://www.rvo.nl/sites/default/files/2016/10/2016_Kenyan_Healthcare_Sector_Report_Compleet.pdf

Valero, J. N., Jung, K., & Andrew, S. A. (2015). Does transformational leadership build resilient public and nonprofit organizations? Disaster Prevention and Management, 24(1), 4–20.

World Health Organization (2011). Mobile Health: New Horizons for health through mobile technologies. https://www.who.int/goe/publications/goe_mhealth_web.pdf

Published
2019-08-26
How to Cite
Ngongo, B., Ochola, P., Ndegwa, J., & Katuse, P. (2019). Moderating role of transformational leadership styles of hospital management boards on adoption of mobile health innovations by hospitals in Kenya. International Journal of Research in Business and Social Science (2147- 4478), 8(5), 286-294. https://doi.org/10.20525/ijrbs.v8i5.474
Section
Articles