The reflection of the culture that health administrators raised into the management style: Mixed pattern research

Cultural elements exert a profound influence on numerous domains, encompassing managerial decision-making methodologies, leadership styles, communication approaches, and human resources practices. The development of management approaches in different cultural contexts is of particular interest in the context of understanding how universal management approaches interact with local values. It is evident that the relationship between culture and management is a multi-layered issue that necessitates examination at both theoretical and practical levels. The present study examines the impact of cultural characteristics on management styles among individuals from different provinces who work as managers in healthcare institutions in the province of Kars. The investigation of the reflection of cultural differences on management approaches was conducted utilising qualitative and quantitative methodologies, in conjunction with a mixed-method design. The collection of data was facilitated through the implementation of questionnaires and structured interview forms. Surveys containing Hofstede's Individual Cultural Values Scale and Kurt Lewin's Leadership Styles questionnaire were administered to 36 managers, and in-depth data was collected through face-to-face interviews. The relationship between individual cultural values and management styles was examined using regression analysis, which revealed a significant and positive effect of cultural values and their sub-dimensions (power distance, uncertainty avoidance, collectivism, long-term orientation, masculinity) on management styles. In the analyses of cultural values, no significant differences were found in individual cultural values in terms of gender, marital status, and education level. However, a number of significant differences were observed in certain sub-dimensions (notably power distance and collectivism) according to variables relating to age and length of service. In analyses of management styles, no significant differences were observed based on gender, age, education level, or length of service. The analysis of qualitative data was facilitated by content analysis, whereby participant opinions were grouped and interpreted within the framework of specific themes and concepts. The study revealed that participants predominantly conceptualised management through the lenses of administration, goal achievement and justice. They delineated the qualities of an ideal manager as being fair, competent and egalitarian. While a democratic management style was largely adopted, the cultural structure in which the participants were raised was described as patriarchal, traditional, and respect-based. It was hypothesised that geography and climate exerted a patient and gentle influence on personality structures.