Using self-concept theory to identify and develop volunteer leader potential in healthcare

Francine Schlosser; Deborah M. Zinni; Andrew Templer

doi:10.1108/S1474-8231(2009)0000008006

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Advances in Health Care Management

ISSN: 1474-8231
Series editor(s): Dr. Leonard H. Friedman, Dr. Jim Goes, Professor Grant T. Savage

Subject Area: Health Care Management/Healthcare

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Using self-concept theory to identify and develop volunteer leader potential in healthcare

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Title:	Using self-concept theory to identify and develop volunteer leader potential in healthcare
Author(s):	Francine Schlosser, Deborah M. Zinni, Andrew Templer
Volume:	8 Editor(s): Grant T. Savage, Myron D. Fottler ISBN: 978-1-84855-672-0 eISBN: 978-1-84855-673-7
Citation:	Francine Schlosser, Deborah M. Zinni, Andrew Templer (2009), Using self-concept theory to identify and develop volunteer leader potential in healthcare, in Grant T. Savage, Myron D. Fottler (ed.) Biennial Review of Health Care Management: Meso Perspective (Advances in Health Care Management, Volume 8), Emerald Group Publishing Limited, pp.21-47
DOI:	10.1108/S1474-8231(2009)0000008006 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Article type:	Chapter Item
Abstract:	Resource constraints in the Canadian publicly funded healthcare system have created a need for more volunteer leaders to effectively manage other volunteers. Self-concept theory has been conceptualized and applied within a volunteer context, and the views of healthcare stakeholders, such as volunteers, volunteer leaders, and supervisors, triangulated to form an understanding of the attitudes and behaviors of volunteer leaders. We propose that leaders are differentiated from others by how they view their roles in the organization and their ability to make a difference in these roles. This interpretation can be informed by self-concept theory because each individual's notion of self-concept influences how employees see themselves, how they react to experiences, and how they allow these experiences to shape their motivation. A small case study profiles a volunteer leader self-concept that includes a proactive, learning-oriented attitude, capitalizing on significant prior work experience to fulfill a sense of obligation to the institution and its patients, and demands a high level of respect from paid employees.