Implicit Leadership Theories and Traits: A Qualitative Study of Managers in a Medical Sciences University

Understanding how healthcare professionals conceptualize leadership is vital for developing effective leadership development programs in medical universities. However, little is known about Implicit Leadership Theories (ILTs) within the unique context of Iranian medical universities, where education and healthcare service provision intersect.

This study explored implicit leadership expectations among faculty and staff in a medical university setting, emphasizing the novelty of examining ILTs in Iran's academic health system and its potential relevance for similar institutions globally.

A qualitative phenomenological approach was employed to investigate ILTs among faculty and managers at Khomein University of Medical Sciences, a regional institution integrating healthcare services with clinical education. Fifteen participants were purposively sampled and interviewed using a semi-structured guide, drawn from twenty invited individuals. Data were analyzed using Colaizzi's method with support from MAXQDA. Ethical approval was obtained, and informed consent was secured from all participants.

Four domains of ILTs were identified: (1) ethical and personal traits such as honesty, justice, and humility; (2) managerial and organizational competencies and capabilities, including planning, decision-making, and accountability; (3) communication and relational behaviors emphasizing respect, empathy, and participation; and (4) structural and cultural conditions shaping leader effectiveness.

Findings highlight the need to align leadership behaviors with follower expectations to foster trust, strengthen leadership development, and enhance institutional performance. Situating ILTs in a non-Western academic health setting expands the global literature on leadership and followership, offering insights for medical universities in Iran and comparable systems internationally.