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Carmen Daniela Domnariu and Florentina Ligia Furtunescu


The long-lasting training in medicine (more than 10 years) is still an attraction for many excellent students. Most of the evaluation forms during this training are based on theoretical and practical skills. However, could we be sure that the organizational climate provides the most appropriate environment for study and career development? We did a survey on 22 young doctors, residents in public health and management and/or epidemiology aiming at evaluating the personal management style and the management style within the organization (Adizes questionnaires: “Personal Test” and “Task Demands”). The management styles described by Adizes - Producer – Administrator – Entrepreneur – Integrator - and their expression as primary or secondary style were analyzed. We found that the young residents generally have a powerful expression of producer and entrepreneur as personal style, but they tend to become administrators within the organization, mostly during their first years of training.

Open access

Florentina Ligia Furtunescu and Carmen Daniela Domnariu


Based on the situational leadership theory (Hersey&Blanchard), our study aimed to analyze the leadership style in managers of different health facilities from Romania.

We included 41 persons with key positions (general manager, medical director, chief of section/department, nursing director, chief – nurse). All these persons filled the LEADself questionnaire (Leader Effectiveness and Adaptability Description Instrument, Center for Leadership Studies, Hersey and Blanchard). The tool measures three dimensions: the dominant (and secondary) leadership style, the style range (flexibility) and the style adaptability (the leader effectiveness).

We found a dominance of “Selling/Coaching” style, followed by the “Telling/directing” style. The managers were found to have a high relationship supportive behavior. Only three cases of low relationship dominance were found. Also almost all the managers were found as mostly group centered (only 5 cases were more leader centered). The flexibility of the managers was high, only one persons having the style range<2; the effectiveness score varied from 12 o 25, most of the responders having a low or moderate level of adaptability.