Transformational leadership and teamwork as catalysts for motivation and job satisfaction among doctors: the case of Republic of North Macedonia.

Abstract

Purpose: The COVID-19 pandemic has amplified the importance of motivation, job satisfaction, leadership and teamwork in health care. This study aims to explore their dynamics among medical doctors in the South-East European country of Republic of North Macedonia. Although prior research highlights the impact of leadership and teamwork on job satisfaction and motivation, comprehensive analyses within this regional medical context remain scarce.

Design/methodology/approach: This research uses a quantitative approach, gathering primary data through an online survey of 166 medical doctors, including both practicing physicians and department heads, representing 10% of officially registered practitioners. Descriptive analysis summarised the data and identified patterns, whereas inferential analysis examined variable relationships and predictions through correlation, regression and analysis of variance to assess group differences.

Findings: No significant differences in motivation were found across primary, secondary or tertiary health-care systems, but team orientation varied (p = 0.00). A positive correlation emerged between transformational leadership and job satisfaction (r = 0.73). Applying multiple linear regression, it was concluded that 68.3% of the variability in job satisfaction could be explained through components of leadership and motivation levels (r² = 0.68). A statistically significant preference for transformational leadership is evident, fostering increased job satisfaction and team collaboration.

Originality/value: The study offers crucial insights, particularly in light of the country's severe brain-drain, one of the most acute in Europe. Policies that emphasise effective leadership development and teamwork training for medical doctors could counter this trend by fostering greater overall motivation and job satisfaction.