Leadership and Management Competencies for Hospital Managers: A Systematic Review and Best-Fit Framework Synthesis
Received 3 June 2020
Accepted for publication 8 July 2020
Published 22 July 2020 Volume 2020:12 Pages 59—68
Checked for plagiarism Yes
Review by Single anonymous peer review
Peer reviewer comments 2
Editor who approved publication: Professor Russell Taichman
Edris Kakemam,1 Zhanming Liang,2 Ali Janati,1 Morteza Arab-Zozani,3 Bahram Mohaghegh,4 Masoumeh Gholizadeh1
1Iranian Center of Excellence in Health Management (IceHM), Department of Health Services Management, School of Management and Medical Informatics, Tabriz University of Medical Sciences, Tabriz, Iran; 2School of Psychology and Public Health, La Trobe University, Melbourne, Australia; 3Social Determinants of Health Research Center, Department of Public Health, School of Health, Birjand University of Medical Sciences, Birjand, Iran; 4Department of Public Health, School of Health, Qom University of Medical Sciences, Qom, Iran
Correspondence: Masoumeh Gholizadeh
Department of Health Services Management, School of Management and Medical Informatics, Tabriz University of Medical Sciences, Tabriz, Iran
Email [email protected]
Objective: Competent managers are vital to the productivity and service quality of healthcare organizations and the sustainability of the healthcare system. To improve their management competence, understanding of management competency requirements is important. The purpose of this study was to synthesize the evidence related to the leadership and management competencies in healthcare organizations through the best-fit method.
Methods: A systematic review of literature published between 2000 and 2020 was performed to identify studies focusing on confirming and/or identifying the competency requirements of hospital managers. The best-fit framework synthesis method was used to map the identified competencies and associated behavioral items against the validated management competency assessment program (MCAP) management competency framework.
Results: Twelve studies were identified for inclusion in the review. The mapping of the identified competencies and behavioral items generated a competency model for hospital managers that can apply for different healthcare context. The new competency model includes the following seven core leadership and management competencies: evidence-informed decision-making, operations, administration and resource management, knowledge of healthcare environment and the organization, interpersonal, communication qualities and relationship management, leading people and organisation, enabling and managing change, and professionalism.
Conclusion: This review and the mapping of the competencies identified in previous studies against the validated MCAP framework has resulted in the recommendation for an extended leadership and management competency framework for health service managers. It provides guidance for the formulation of training and development directions for the health service management workforce in a different healthcare context.
Keywords: competencies, competency development, management, leadership, hospital managers, best-fit framework, systematic review
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