Correlation of leadership and care coordinator performance among primary care physicians
Received 22 May 2018
Accepted for publication 10 September 2018
Published 27 November 2018 Volume 2018:11 Pages 691—698
Checked for plagiarism Yes
Review by Single anonymous peer review
Peer reviewer comments 2
Editor who approved publication: Dr Scott Fraser
Retno Asti Werdhani,1 Astrid Widajati Sulistomo,1 Herqutanto,1 Ismail Wirawan,2 Ekowati Rahajeng,3 Adi Heru Sutomo,4 Muchtaruddin Mansyur1,5
1Department of Community Medicine, Faculty of Medicine, Universitas Indonesia, Jakarta, Indonesia; 2Department of Management, Faculty of Economy, Universitas Persada Indonesia, Jakarta, Indonesia; 3Researches and Development Unit, Ministry of Health Republic of Indonesia, Jakarta, Indonesia; 4Department of Family Medicine, Community, and Bioethics, Faculty of Medicine, Universitas Gadjah Mada, Yogyakarta, Indonesia; 5SEAMEO-RECFON, Universitas Indonesia, Jakarta, Indonesia
Purpose: Primary care physicians have to deal with many aspects of the patients’ health problem, which needs cooperation with other health professionals or even nonhealth individuals. To achieve effective results, the primary care physicians should have leadership and coordinating skills, especially when dealing with the health challenges in Asia Pacific region. The care coordinator role of primary care physicians is important to create the bridge between population and health. This study aims to determine the correlation between care coordinator performance and leadership factors among primary care physicians.
Materials and methods: A cross-sectional study was conducted, and data collection involved a total of 84 primary care physicians who were randomly selected from a total of 44 subdistricts and worked in 40 randomly selected village government-owned primary healthcare facilities in Jakarta. Pearson’s correlation, independent t-test, and one-way ANOVA were used to measure the correlation between care coordination and clinical leadership, transformational leadership, commitment, job satisfaction, and organizational culture, as well as the sociodemographics of the physicians and the professional practice factors. Multiple regressions were conducted to determine the most important factors influencing care coordinator performance.
Results: Respondents were mainly female (94%) with an average age of 36 years and were mostly medical doctors without any additional postgraduate degrees (95.2%). There was no correlation between care coordinator scores and organizational culture or commitment. There were positive and significant correlations between care coordinator scores and clinical leadership score (r=0.66; P<0.001), transformational leadership score (r=0.54; P<0.001), job satisfaction score (r=0.31; P=0.004), physician’s age (r=0.34; P=0.002), length of time since graduation (r=0.30; P=0.005), duration of employment at their health center (r=0.33; P=0.003), training in family medicine (P=0.04), and employment status (P=0.005). The most important factors in care coordinator performance were clinical leadership (r=0.53; P<0.001) and transformational leadership (r=0.23; P=0.03), with the total R2 being 0.47.
Conclusion: Clinical leadership and transformational leadership were the most important factors for care coordinator performance. Therefore, the leadership skills of primary care physicians are important to be considered as a certain competency in practice to manage various resources and coordinate with related healthcare providers for controlling patients’ illness as well as dealing with the challenges and managing the overall health.
Keywords: care coordinator, clinical, leadership, medicine, transformational
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