Management and leadership competence in hospitals: a systematic literature review

Pihlainen, Vuokko; Kivinen, Tuula; Lammintakanen, Johanna

doi:10.1108/lhs-11-2014-0072

Cited by 64 publications

(90 citation statements)

References 45 publications

(91 reference statements)

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“…Whilst there is recognition that the demands made on a manager will vary dependant on the context and their particular role, considerable work has been done to clarify what competences are required by managers within healthcare settings [13,18,28,30,31,49,56]. Pihlainen et al (2016)'s [57] systematic review suggests that competences related to the healthcare context have social, organisational, and financial dimensions, and that these should be demonsrated alongside operational (i.e. quality improvement, credibility with professionals, and staff development) and general management (i.e.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The Odyssey of Integration: Is Management its Achilles’ Heel?

Miller

Stein²

2020

Int J Integr Care

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Introduction:The importance of management to the implementation of integrated care is recognised in evidence and practice. Despite this recognition, there is a lack of clarity about what 'good' management of integrated care looks like, if the competences are different to management for 'traditional' care, and how such competences can be acquired. Theory and methods: This exploratory study is based on qualitative interviews with participants with extensive experience of implementing integrated care in senior professional, research, administrative and/or policy roles. It conceptualises management as working at 'strategic' and 'operational' levels. Results: Management of integrated care was seen to require an ability to create networks across professions and organisations, to be comfortable with distributing responsibilities, and to thoroughly understand the wider system. Competences to support these new ways of working included an understanding of how to implement people-centredness, to have courage to challenge the status quo, and to demonstrate humility to learn from others. Structured development opportunities for managers were lacking, but seen as vital for the sustainability of change. Discussion and conclusion: Management for integrated care remains an underdeveloped concept and practice. A first formulation of the competences necessary was achieved, but more work is urgently required to understand how to better prepare and support managers to achieve necessary changes in practice and culture.

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Section: Theoretical Backgroundmentioning

confidence: 99%

The Odyssey of Integration: Is Management its Achilles’ Heel?

Miller

Stein²

2020

Int J Integr Care

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“…However, one study reported that 18.5% of nursing managers stated that time management was the most difficult issue (Lv, ). Existing studies also show a close correlation between nursing managers' time management and the following factors: gender, job experience, taking a time management course, reading books, planning skills, organizational ability and a strong sense of responsibility (Belal Said, ; Ebrahimi et al, ; Kelly & Johnson, ; Kong, ; Pihlainen, Kivinen, & Lammintakanen, ; Sköld & Janeslätt, ).…”

Section: Introductionmentioning

confidence: 99%

Time management disposition and related factors among nursing managers in China: A cross‐sectional study

et al. 2020

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Aim The purpose of this study was to gain a general overview of the time management disposition of clinical nursing managers in China and its related factors. Background Effective time management is important for managers to achieve organizational goals. However, there is a lack of big‐sample research exploring the impact of psychological and socio‐demographic characteristics on time management disposition. Method The study adopted a cross‐sectional and descriptive design; 531 nursing managers from seven regions of China were recruited. Results The nursing managers performed best on sense of time's value, followed by time monitoring ability and sense of time efficacy. Time management disposition was predicted by self‐efficacy, SDS scores, managerial experience, the character strength of self‐control and number of children. Conclusion The “norm” level of the Chinese clinical nursing managers' time management disposition was at a favourable level, but these managers performed poorly in the aspect of time monitoring. It is recommended that actions be taken to improve nursing managers' time management disposition in order to maximize their time‐use efficiency and enhance the quality of nursing management. Implications for Nursing Management A greater understanding of nursing managers' time management disposition will provide a reference for subsequent actions to improve nursing managers' time management behaviour, which in turn will improve the quality and efficiency of nursing management.

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“…Different health systems operate in multifaceted, intertwined and dynamic networks of systems,5 which have resulted in complex processes of leadership. These are reflected by the combinations of different leadership styles, various coalitions of stakeholders with the same vision and the distribution of leadership between different individuals 6,7.…”

Section: Introductionmentioning

confidence: 99%

Flipping the classroom to teach Millennial residents medical leadership: a proof of concept

Lucardie¹,

Berkenbosch²,

Berg³

et al. 2017

AMEP

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IntroductionThe ongoing changes in health care delivery have resulted in the reform of educational content and methods of training in postgraduate medical leadership education. Health care law and medical errors are domains in medical leadership where medical residents desire training. However, the potential value of the flipped classroom as a pedagogical tool for leadership training within postgraduate medical education has not been fully explored. Therefore, we designed a learning module for this purpose and made use of the flipped classroom model to deliver the training.EvidenceThe flipped classroom model reverses the order of learning: basic concepts are learned individually outside of class so that more time is spent applying knowledge to discussions and practical scenarios during class. Advantages include high levels of interaction, optimal utilization of student and expert time and direct application to the practice setting. Disadvantages include the need for high levels of self-motivation and time constraints within the clinical setting.DiscussionEducational needs and expectations vary within various generations and call for novel teaching modalities. Hence, the choice of instructional methods should be driven not only by their intrinsic values but also by their alignment with the learners’ preference. The flipped classroom model is an educational modality that resonates with Millennial students. It helps them to progress quickly beyond the mere understanding of theory to higher order cognitive skills such as evaluation and application of knowledge in practice. Hence, the successful application of this model would allow the translation of highly theoretical topics to the practice setting within postgraduate medical education.

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Management and leadership competence in hospitals: a systematic literature review

Cited by 64 publications

References 45 publications

The Odyssey of Integration: Is Management its Achilles’ Heel?

The Odyssey of Integration: Is Management its Achilles’ Heel?

Time management disposition and related factors among nursing managers in China: A cross‐sectional study

Flipping the classroom to teach Millennial residents medical leadership: a proof of concept

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