Leadership in context: A case for exploring Bass' Leadership Continuum Theory in Jordan's Ministry of Health hospitals

Abstract

Can a leadership theory, which favours a Western-dominated paradigm, be applied in a Middle Eastern context? If applied, could leaders who are tasked to lead–based on their position, title and level of responsibility within an organization - exhibit specific leadership styles that are representative of the collective whole (paradigm)? If not, what underlying factors could be identified that differentiate cultural traits or behavioural patterns of leadership? Generally speaking, leadership may be best defined as the ability to influence or build capacity in the workforce to perform to the highest possible level or maximum capacity (Bass, 1990a; Gardiner, 2006). After all, leading and exhibiting leadership qualities, regardless of context, should be "easy" to identify. It is not. This study considers that leadership is not only elusive but possesses transient qualities or styles based on ever-changing contexts. A mixed methods approach is proffered to investigate leadership styles as perceived by top, middle and lower levels of Ministry of Health hospitals in Jordan in an effort to identify commonalities and difference.