Job Satisfaction in Dental Practices - A Qualitative Study on Leadership Activities of Dentist Managers

Abstract

The field of management has been emphasized in this qualitative case study, featuring a particular emphasis on the leadership practices of dental managers who do not hold a professional management degree and how these practices affect their staff members' job satisfaction. This study is guided by a research topic that aims to comprehend the relationship that exists between leadership activities and employee job satisfaction in dentistry settings. Through qualitative data collection methods, including interviews with 15 employees and observations of a dental company, this study investigates five key findings: ‘flexible working conditions’, ‘fairness, trust, and respect’, ‘effective communication’, ‘recognition and appreciation’, and ‘manageable workload and realistic expectations’. The analysis is framed within the theoretical lenses of distributed leadership and relational leadership, allowing for a meticulous examination of how these leadership approaches are exhibited within the context of a dental company. The findings reveal that keeping discursiveness and communicating with no boundaries, creating autonomy, building mutual relationships, maintaining work/life balance play crucial roles in contributing positive employee job satisfaction. The discussion emphasizes the unique aspects of the dental settings in the healthcare industry, where managers are deeply involved in day-to-day operations and maintain a high level of interaction with employees. Drawing on the empirical context of the study, the research might help fill previous studies' neglect by exploring the practical implications of leadership theories within a specific healthcare industry context and emphasizing the relevance of understanding and applying tailored leadership approaches to enhance organizational effectiveness, particularly job satisfaction.