What makes a hospital manager competent at the middle and senior levels?

Liang, Zhanming; Leggat, Sandra G.; Howard, Peter; Koh, Lee

doi:10.1071/ah12004

Cited by 35 publications

(68 citation statements)

References 20 publications

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“…Recently, through a rigorous research process combining a literature review, focus group discussions, an online survey of HSMs and input from a group of expert advisors, a Management Competency Assessment Project (MCAP) conducted in Victoria, Australia, identified six core competencies for middle and senior level managers working in hospitals and community health services (CHS) (Liang et al. 2013a, b). Each of the competencies was further developed, resulting in 79 behavioural items to assess the capabilities of the managers in demonstrating these competencies in their roles (see Table ).…”

Section: The Six Competencesmentioning

confidence: 99%

360° management competency assessment: is our understanding adequate?

Liang

Howard

Leggat

2016

Asia Pac J Human Res

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Management competence links positively to organisational success and efficient and safe healthcare service delivery. A newly developed 360° management competency assessment tool was used to assess 68 middle level managers working in the community health services in Victoria, Australia. Based on the assessment results, this study confirmed the benefits of using a 360° subjective tool incorporating self and multiple colleague assessments in conducting management competency assessment and generating valuable evidence in guiding management competency development and the development of human resource management strategies at the organisational level. The 360° competency assessment (feedback) process not only confirmed the competency level of the assessment participants, but also identified managerial strengths and weaknesses of health service managers at individual, team and organisational levels. The paper suggests the investment of organisations in assisting their managers to improve their managerial competence by including the 360° competency assessment/ feedback process as one of the key steps.

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Section: The Six Competencesmentioning

confidence: 99%

360° management competency assessment: is our understanding adequate?

Liang

Howard

Leggat

2016

Asia Pac J Human Res

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“…We indeed require an effective tool to study the financial implications of workforce and dynamic changes of manpower. However, the effectiveness of the current healthcare management workforce is influenced by health reforms, the aging of one's country health workforce, and health systems [28]. These factors preclude the training planning unless we understand the real training needs from staff's perspectives.…”

Section: Mean Of Self Perceived Training Need By Years In Present Unitmentioning

confidence: 99%

“…Through the study, senior level managers examine their learning needs and their career development in their specialties. The effective functioning of the healthcare system, on the other hand, is highly dependent on a competent health services management workforce [28]. We indeed require an effective tool to study the financial implications of workforce and dynamic changes of manpower.…”

Section: Mean Of Self Perceived Training Need By Years In Present Unitmentioning

confidence: 99%

Self-Perceived Performance-Based Training Needs of Senior Nurse Managers Working in United Christian Hospital: A Cross-Sectional Exploratory Study

Tsang¹

2017

Int Arch Nurs Health Care

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“…2,3 However, the effects of such programmes on competence and individual or organisational performance have not been assessed and synthesised systematically. Thus, questions arise as to whether or not the various interventions aimed at addressing the gaps in health management and leadership competence actually lead to improvement in individual and organisational performance.…”

Section: Introductionmentioning

confidence: 99%

“…3 It is, therefore, pertinent to review available evidence of the overall effects of interventions to improve management and leadership competence. This, in turn, will inform appropriate policy formulation to enable competence improvement, and the development of evidence-informed and sustainable training and development programmes.…”

Section: Introductionmentioning

confidence: 99%

Outcomes and Impact of Training and Development in Health Management and Leadership in Relation to Competence in Role: A Mixed-Methods Systematic Review Protocol

Ayeleke

North

Wallis

et al. 2016

Int J Health Policy Manag

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Background: The need for competence training and development in health management and leadership workforces has been emphasised. However, evidence of the outcomes and impact of such training and development has not been systematically assessed. The aim of this review is to synthesise the available evidence of the outcomes and impact of training and development in relation to the competence of health management and leadership workforces. This is with a view to enhancing the development of evidence-informed programmes to improve competence. Methods and Analysis: A systematic review will be undertaken using a mixed-methods research synthesis to identify, assess and synthesise relevant empirical studies. We will search relevant electronic databases and other sources for eligible studies. The eligibility of studies for inclusion will be assessed independently by two review authors. Similarly, the methodological quality of the included studies will be assessed independently by two review authors using appropriate validated instruments. Data from qualitative studies will be synthesised using thematic analysis. For quantitative studies, appropriate effect size estimate will be calculated for each of the interventions. Where studies are sufficiently similar, their findings will be combined in meta-analyses or meta-syntheses. Findings from quantitative syntheses will be converted into textual descriptions (qualitative themes) using Bayesian method. Textual descriptions and results of the initial qualitative syntheses that are mutually compatible will be combined in mixed-methods syntheses. Discussion: The outcome of data collection and analysis will lead, first, to a descriptive account of training and development programmes used to improve the competence of health management and leadership workforces and the acceptability of such programmes to participants. Secondly, the outcomes and impact of such programmes in relation to participants’ competence as well as individual and organisational performance will be identified. If possible, the relationship between health contexts and the interventions required to improve management and leadership competence will be examined

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What makes a hospital manager competent at the middle and senior levels?

Cited by 35 publications

References 20 publications

360° management competency assessment: is our understanding adequate?

360° management competency assessment: is our understanding adequate?

Self-Perceived Performance-Based Training Needs of Senior Nurse Managers Working in United Christian Hospital: A Cross-Sectional Exploratory Study

Outcomes and Impact of Training and Development in Health Management and Leadership in Relation to Competence in Role: A Mixed-Methods Systematic Review Protocol

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