Leading medical laboratory professionals toward change readiness: a correlational study

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 <. 001) and between leadership style and leadership outcomes (TL and effectiveness, r(716) =. 90, P <. 001) was identified. Transformational leadership was a significant predictor of change readiness (β =. 17, P <. 05). Conclusion: It is recommended that laboratory leaders use transformational leadership or situational leadership to improve followers' affective commitment to change and reduce followers' continuance commitment to change, thus improving commitment to continuous improvement. Leaders should also limit passive-Avoidant behavior.