(1) | (2) | (3) | |
---|---|---|---|
Leadership style: | |||
“Professional-supportive” | .32** (.25–.41) | .65** (.46–.91) | .64** (.46–.90) |
“Economic-operational” | .97 (.74–1.27) | 1.06 (.78–1.44) | 1.04 (.76–1.43) |
Organisational context and social climate: | |||
Absence of resident leadership | 1.04 (.82–1.31) | 1.06 (.83–1.34) | |
Department mergers | 1.18 (.96–1.46) | 1.20 (.97–1.50) | |
Long lines of command | .99 (.76–1.30) | .99 (.75–1.30) | |
Social climate | .52** (.33–.83) | .52** (.33–.82) | |
Commitment/value congruence | .51** (.39–.66) | .50** (.39–.66) | |
Controls: | |||
Age < 40 | 2.65** (1.73–4.28) | ||
Female | .89 (.57–1.37) | ||
Foreign medical exam | .77 (.50–1.21) | ||
Internal medicine | 1.03 (.64–1.67) | ||
Laboratory | .60 (.26–2.29) | ||
Psychiatry | 1.22 (.65–2.29) | ||
Other | 1.67 (.37–7.48) | ||
Constant | 8.71** | 52.16** | 58.55** |
Nagelkerke R2 | .18 | .30 | .32 |