The correlation between leadership style and adversity quotient among women managers in the health sector in Morocco

Objective: To describe the correlation of leadership styles and adversity quotient among women managers in the Moroccan healthcare sector. Method: Correlational descriptive study. The descriptive method was used to determine the leadership styles of women healthcare managers (n = 40), their adversity quotient along the four CORE dimensions: Control, Ownership, Reach and Endurance. The correlational method was used to determine the significance of the relationship between adversity quotient and leadership styles. Results: This study showed that women managers adopt a transformational leadership style rather than a transactional one. Women managers focus on motivating their staff to achieve organizational goals.The study of the adversity quotient in women managers enabled us to specify the level of each dimension of the CORE and consequently the level of the overall adversity quotient. A low level is determined for women managers in relation to the 3 dimensions of control, ownership and endurance, with consecutive scores of 15, 16 and 19.4. A high level of the scope dimension is illustrated by a score of 40. Finally, an average level of the overall adversity quotient score is determined by a score of 90.4.The correlation analysis identified two strong significant correlations between the transactional leadership of women managers and the two CORE dimensions of control and ownership, and a correlation between the reach dimension and the idealized influence-behavior scale of the transformational leadership of women managers. Conclusion: Women managers need to be made aware of their leadership style in order to improve their adversity quotient.