A qualitative and quantitative study of medical leadership and management: experiences, competencies, and development needs of doctor managers in the United Kingdom

Ireri, Salome Kathomi; Walshe, Kieran; Benson, Lawrence; Mwanthi, Mutuku A.

doi:10.1179/175330304x10y.0000000004

Cited by 19 publications

(16 citation statements)

References 39 publications

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“…Any health care organization needs to respond to the health needs of the future. Health care systems need strong leadership, and a deeper understanding of knowledge management could streamline productivity and coordinate the use of resources more efficiently . The ability of less competent primary health care managers can affect performance, especially in health care organizations …”

Section: Introductionmentioning

confidence: 99%

An assessment of management competencies for primary health care managers in Timor‐Leste

Lopes

Narattharaksa

Siripornpibul

et al. 2019

Health Planning & Management

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Summary Background This study aims to assess the levels of management competencies of primary health care (PHC) managers in Timor‐Leste. Timor‐Leste is a young country. It has made important improvements in reconstructing its health system since its independence in 2002. However, most managers still learn through their failures, and few studies have described the perceptions of managers in Timor‐Leste. Methods This study used quantitative methods, using a cross‐sectional survey involving a structured self‐administered questionnaire. The Cochran formula was used in calculating the sample size. The sample included 183 PHC managers in Timor‐Leste. Stratified random sampling was adopted to conduct the survey. The researcher used confirmatory factor analysis (CFA) to confirm the validity and reliability of the tools and create new dimensions. The data were analyzed using the frequency and percentage. Results This study was initially designed to include seven dimensions, but after confirming it using the CFA, it was reduced to six dimensions. The result of CFA was used. This study found that PHC managers in Timor‐Leste had rated themselves “not competent” in knowing the organization, professionalism in the workplace, problem solving on financial management, and effective leadership and only “competent” in managing human resources and communicating effectively. Conclusion This study determined that policy makers and stakeholders must give more attention to knowing the organization, professionalism in the workplace, problem solving on financial management, and effective leadership. Managers need to be competent and have various skills to perform managerial functions effectively and efficiently.

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Section: Introductionmentioning

confidence: 99%

An assessment of management competencies for primary health care managers in Timor‐Leste

Lopes

Narattharaksa

Siripornpibul

et al. 2019

Health Planning & Management

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“…17,19 Numerous authors and organizations describe health care leadership competencies in various ways. 6,9 However, one thing is very clear, and that is leadership competency requirements will need to change to meet the needs of the health care market, especially under the new health care reform environment. 5,9,39 Providing health care leadership with the skills, knowledge, and abilities needed to produce performance-based outcomes requires specific identification of leadership competencies in health care organizations.…”

Section: Organizational Implementation Of Leadership Competenciesmentioning

confidence: 98%

“…5,9,39 Providing health care leadership with the skills, knowledge, and abilities needed to produce performance-based outcomes requires specific identification of leadership competencies in health care organizations. 6,7 Consequently, role-specific identification of leadership competencies does not support a uniform competency framework model but requires the establishment of individual frameworks directed toward positional roles.…”

Section: Organizational Implementation Of Leadership Competenciesmentioning

confidence: 99%

“…5 As the marketplace continues to change, uncertainty is causing employees to look to leadership for assurance, comfort, direction, and vision. 6 To meet the changes in the health care marketplace, leaders will have to utilize their existing skills while developing new leadership competencies that are required to meet the expectations in their current roles and the needs of their followers.…”

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confidence: 99%

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The Perceived Importance of Role-Specific Competencies for Health Care Leaders Establishes the Need to Expand Role Theory

Babinski¹

2016

The Health Care Manager

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This cross-sectional quantitative study was undertaken to determine the extent to which individuals who have differing health care leadership roles perceived the importance of selected leadership competencies in their specific roles based on their experience. A total of 313 participants responded to the health care questionnaire. Principal component analysis identified factor structure and Cronbach α at .96 supported the reliability of the factor analysis. Multivariate analysis of variance tested the 4 health care leadership roles to determine if an effect was present among the competencies. A subsequent analysis of variance test was conducted on the competencies to confirm an effect was present, and a Games-Howell post hoc test followed. These tests indicated that there was a significant difference in rating the perceived importance of specific leadership competencies by the health care leaders in each competency domain. The participants included in this study consisted of the chief executive officer (CEO), director of nursing (DON), operating room director (ORD), and director of radiology (DOR). Based on the Games-Howell post hoc test, a commonality existed between the leaders. The CEOs and DONs often indicated no significant difference in competency perception to one another in relation to the dependent variables, yet indicated a significant difference in competency perception when compared with the ORDs and DORs. Similarly, the ORD and DOR variables often indicated no significant difference in competency perception to one another in relation to the dependent variables, yet indicated a significant difference in competency perception compared with the CEO and DON variables. This study positively indicated that health care leadership's perception of competencies does differ between the various leadership roles.

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“…4 However, engaging medicine in management has so far shown mixed results 5 in the limited number of empirical studies that have been done. 6 Still, there is considerable interest in developed countries in doctors becoming involved in management. 7 Implicit to these optimistic expectations is the view that innovations are neutral; doctors and managers are therefore expected to introduce similar innovations that would benefit all stakeholders.…”

Section: Introductionmentioning

confidence: 99%

How doctor involvement in management affects innovation

Wijngaarden

Botje

Ilinca

et al. 2012

International Journal of Healthcare Management

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Much is expected from the (re) involvement of doctors in health care management to boost innovation. As clinicians may better understand how health services are organized and function, they may be in a better position to identify innovations. However, a key question is: Whose innovation agenda (i.e. what type of innovations) will be the outcome of clinical leadership? This paper explores this question by looking at examples in three European countries of doctor-led innovations. It shows that innovations are not neutral, but shaped by the agenda of its participants. Although doctors have their own interests and perceptions, these seem to change through their involvement in the management of processes and organizations, becoming broader and overlapping managerial agenda's.

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A qualitative and quantitative study of medical leadership and management: experiences, competencies, and development needs of doctor managers in the United Kingdom

Cited by 19 publications

References 39 publications

An assessment of management competencies for primary health care managers in Timor‐Leste

An assessment of management competencies for primary health care managers in Timor‐Leste

The Perceived Importance of Role-Specific Competencies for Health Care Leaders Establishes the Need to Expand Role Theory

How doctor involvement in management affects innovation

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