Psychological Capital and Moral Potency of Interdisciplinary Team Members: Does Profit Status Matter in Hospice Care?

Purpose:This study examined the psychological capital, moral potency, and perception of authentic leadership in hospice interdisciplinary team members. Over the last 20 years the utilization of hospice are nationally has increased from 30% for the terminally ill from 1, 545 hospice agencies in 1983 to 5,800 hospice agencies in 2013. This profit status shift has sparked much debate as to whether or not differences exist between for profit and nonprofit hospice agencies. This exploratory study examines the psychological capital, moral potency, and perception of authentic leadership in interdisciplinary team members to identify any differences between organizational types. These variables were selected because if any deficiencies were identified these variables may be developed through training programs. Thus overall improving the quality of staff members in the hospice care industry

Methods: Data was collected using a purposeful sample of hospice agencies in Oklahoma and Texas. Agencies were solicited to participate through an email that was sent to the administration. Interdisciplinary team members then self-selected to participate in the study (N=185) and completed either the online or paper-and-pencil survey. Both organizational types were represented in the sample, 57% were from for profit agencies and 41% were from nonprofit agencies. The survey utilized for this study combined three questionnaires: Authentic Leadership Questionnaire, Psychological Capital Questionnaire, and the Moral Potency Questionnaire with a demographic questionnaire. The Welch’s t-test was utilized to examine differences between the organizational types (for profit and nonprofit agencies) when evaluating psychological capital, moral potency, and authentic leadership.

Results:The Welch’s t-test indicated a significant difference between organization types when evaluating the perception of authentic leadership. The overall group mean for the perception of authentic leadership was higher for nonprofit respondents than for profit respondents. Two of the subscales, transparency and moral/ethical, were also found significant. The group mean scores of both the subscales were higher for nonprofit agencies as compared to for profit agencies. There were no significant difference between organization types when evaluating the overall psychological capital or moral potency. However, one of the psychological subscales, self-efficacy was significant. The group mean of the self-efficacy scale was higher for for profit agencies than nonprofit agencies.

Implications:The results of this study indicate not only a difference between organization types when evaluating the perception of authentic leadership, but that the perception of authenticity of leadership is higher in nonprofit agencies than for profit agencies, specifically the internalized moral standards and transparency. The leadership in for profit agencies could benefit from authentic leadership in order to create more trust and effectiveness in their organizations.