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The ongoing military operations in Ukraine have intensified the pre-existing stress experienced by medical professionals due to the inherent demands of their work. Aim. This study aims to examine the impact of working conditions on the mental health of healthcare workers based on their self-assessments. Material and Methods. The study utilized data from a survey of 389 healthcare workers, employing a custom-designed questionnaire. A combination of quantitative and qualitative analytical methods was applied to assess the results. Results and Discussion. The findings indicate that "Satisfaction with working conditions" exerts the most significant influence on the mental health of healthcare workers. A detailed analysis of this determinant was conducted based on respondents' gender, years of service in the healthcare system, and professional roles. Managers of healthcare facilities gave the highest assessment of the importance of this determinant (3.84±0.16 points), and the group of doctors rated it the lowest (3.19±0.13 points), which was significantly lower than the results of the survey in other groups of respondents depending on their position (p

Abstract Introduction Coaching is commonly used to facilitate leadership development among healthcare managers. However, there is limited knowledge of the components of coaching interventions and their impacts on healthcare managers’ leadership development. This mixed-methods systematic review aimed to synthesize evidence of coaching to develop leadership among healthcare managers. Methods The authors conducted a mixed-methods systematic review using a convergent synthesis design where quantitative and qualitative evidence was collected and analyzed concurrently using a matrix synthesis method. They reviewed studies published in English or Chinese by searching databases including MEDLINE (Ovid), CINAHL, Embase, Cochrane Library, Nursing & Allied Health Premium, Scopus, Wanfang, CNKI, SinoMed, and VIP databases from their inception to August 10, 2023, and updated the search again on July 9, 2024. Articles were screened and assessed for eligibility. First, from eligible studies, the qualitative data were extracted to describe intervention components, the perceived impact of coaching, and participants’ perceptions of being involved in coaching intervention. Second, quantitative data analysis was conducted to describe the impact of coaching interventions and the frequency of each theme evolved in the data. Third, qualitative and quantitative data were synthesized using the matrix synthesis method. Results A total of 13 studies were included in the analysis. Three qualitative studies were assessed as having ‘no or few limitations’, three case series studies were scored between five and eight out of 10 points, two quasi-experimental studies showed ‘moderate’ overall bias, and the five mixed-methods studies scored from 40 to 60% (out of 100%). For Objective 1, which covers the component of coaching (aims, ingredients, mechanism, and delivery), the typical aim of coaching interventions was to develop the leadership skills of middle management managers. The ingredients of coaching encompassed three distinct coaching categories and seven specific procedures. The mechanisms of most coaching interventions were based on theory and empirical evidence. The average delivery time was approximately four months. Overall, coaching positively impacts outcomes for managers, organizations, and staff (Objective 2). Perceptions of the participants toward coaching interventions were divided into six categories: barriers, facilitators, effective components, attitudes, satisfactory aspects, and suggestions for designing high-quality coaching interventions to improve leadership (Objective 3). Conclusions The components of coaching interventions varied across different studies. The impact of coaching on leadership development was positive across three levels (manager, organization, and staff). Therefore, we recommend coaching as an intervention for healthcare managers aiming to enhance their leadership level. Future coaching interventions may achieve greater effectiveness if they are specifically aligned with the participants’ perceptions identified in our study.

Introduction: Coaching is commonly used to facilitate leadership development among healthcare managers. However, there is limited knowledge of the components of coaching interventions and their impacts on healthcare managers' leadership development. This mixed-methods systematic review aimed to synthesize evidence of coaching to develop leadership among healthcare managers. Methods: The authors conducted a mixed-methods systematic review using a convergent synthesis design where quantitative and qualitative evidence was collected and analyzed concurrently using a matrix synthesis method. They reviewed studies published in English or Chinese by searching databases including MEDLINE (Ovid), CINAHL, Embase, Cochrane Library, Nursing & Allied Health Premium, Scopus, Wanfang, CNKI, SinoMed, and VIP databases from their inception to August 10, 2023, and updated the search again on July 9, 2024. Articles were screened and assessed for eligibility. First, from eligible studies, the qualitative data were extracted to describe intervention components, the perceived impact of coaching, and participants' perceptions of being involved in coaching intervention. Second, quantitative data analysis was conducted to describe the impact of coaching interventions and the frequency of each theme evolved in the data. Third, qualitative and quantitative data were synthesized using the matrix synthesis method. Results: A total of 13 studies were included in the analysis. Three qualitative studies were assessed as having 'no or few limitations', three case series studies were scored between five and eight out of 10 points, two quasi-experimental studies showed 'moderate' overall bias, and the five mixed-methods studies scored from 40 to 60% (out of 100%). For Objective 1, which covers the component of coaching (aims, ingredients, mechanism, and delivery), the typical aim of coaching interventions was to develop the leadership skills of middle management managers. The ingredients of coaching encompassed three distinct coaching categories and seven specific procedures. The mechanisms of most coaching interventions were based on theory and empirical evidence. The average delivery time was approximately four months. Overall, coaching positively impacts outcomes for managers, organizations, and staff (Objective 2). Perceptions of the participants toward coaching interventions were divided into six categories: barriers, facilitators, effective components, attitudes, satisfactory aspects, and suggestions for designing high-quality coaching interventions to improve leadership (Objective 3). Conclusions: The components of coaching interventions varied across different studies. The impact of coaching on leadership development was positive across three levels (manager, organization, and staff). Therefore, we recommend coaching as an intervention for healthcare managers aiming to enhance their leadership level. Future coaching interventions may achieve greater effectiveness if they are specifically aligned with the participants' perceptions identified in our study. [ABSTRACT FROM AUTHOR]

BACKGROUND: This study examines the elements of efficiency and coherent development in passive defense among healthcare managers for disaster management in Iran. MATERIALS AND METHODS: The study employs a qualitative method using conventional content analysis from 2021 to 2023. A purposive sample of 25 healthcare managers with experience in passive defense is selected. Data are collected through unstructured interviews and analyzed using conventional content analysis. RESULT: The participants’ experiences regarding the coherent efficiency development of passive defense are categorized into three main themes, namely, enhancing emergency knowledge empathic and responsible cohesion, management development planning and resources, and individual updating and flexibility. CONCLUSION: The role of passive defense is very decisive in crisis management through the strategy of efficiency and coherent development. This strategy is implemented using the concepts of enhancing disaster knowledge, empathic and responsible cohesion, management development planning and resources, and individual updating and flexibility.

Background and Objectives: Budgetary slack has been defined as managers' request for a budget beyond the actual requirements, which can be influenced by the accountability pressure, information asymmetry, and moral intelligence. The aim of this study was to investigate the correlation between healthcare managers' accountability pressure and budgetary slack with focusing on the role of moral intelligence and information asymmetry in public hospitals in Kerman. Materials and Methods: In the current descriptive study, the statistical population consisted of all the managers who participated in the budgeting process in any way in the public hospitals of Kerman City in 2022. One-hundred questionnaires were collected by distributing questionnaires among the statistical population. In order to test the research model, structural equations modeling was used. Results: The research findings indicated that there was a negative and significant relationship between the accountability pressure and budgetary slack (β=-0.169, p<0.001). Moreover, there was a positive and significant relationship between information asymmetry and budgetary slack (β=0.809, p<0.001). In addition, it should be noted that the information asymmetry and moral intelligence variables did not have a moderating role in the relationship between accountability pressure and budgetary slack. Conclusion: Considering the participative role of managers and the sufficient opportunity to create budgetary slack, upper managers should prevent the creation of budgetary slack by monitoring as closely as possible, reviewing and applying more controls, and increasing the accountability pressure, while improving the performance of lower-level managers. [ABSTRACT FROM AUTHOR]

Healthcare organizations have been facing employee retention challenges since before the Covid-19 pandemic. This latter has solely accelerated turnover rates. Healthcare managers and leaders need to take action to keep their talent while still delivering quality care. The purpose of this paper is to provide a literature review on the subject to examine the role of healthcare managers in employee retention. Understanding how managers influence staff retention is essential to monitoring turnover rates and designing effective strategies for retaining skilled and talented healthcare employees. The findings of this review indicated that healthcare employees who were satisfied with the behavior of their managers were committed to their organization and more likely to remain employed for a long period. Communication, autonomy, respect and recognition, and training and development were significant predictors of job satisfaction, organizational commitment, and staff retention. Improving staff retention strategies is critical to improving the quality of care, reducing healthcare costs, and achieving growth and success. The review concluded that healthcare managers play a crucial role in employee retention. Further exploration of the employee retention challenge is required to better understand this multifaceted area of human resource management.

Objectives. This study aimed to demonstrate the effect of transformational and authentic leadership characteristics of healthcare managers on employees' innovative work behavior and the mediating role of innovation climate. Methods. The study was conducted in 19 hospitals in Turkey and 263 managers participated. The data were collected using the transformational leadership questionnaire, the authentic leadership questionnaire, the innovative climate assessment tool and the innovative work behavior scale. Path analysis was performed to demonstrate the relationship between the variables. Results. When transformational and authentic leadership were put into the model separately through innovation climate, transformational leadership had an effect of 0.39 units (0.22 units direct, 0.17 units indirect) and authentic leadership had a 0.44-unit effect (0.29 units direct, 0.15 units indirect) on innovative work behavior. When transformational and authentic leadership were put together in the model, the total (direct and indirect) effect of them increased to 0.52 units. In this case, the effect of authentic leadership characteristics of health managers on innovative work behavior of their followers (0.42 units) was greater than the effect of transformational leadership characteristics (0.10 units). Conclusions. Although both types of leadership affect innovative work behavior, authentic leadership was more effective than transformational leadership. [ABSTRACT FROM AUTHOR]

Introduction: This paper takes a detailed look at safety culture, different roles, and powers shared by managers, lessons from which can be applied in any form of management. It also focuses on the job of managers in enhancing safety standards in a health institution. The objective of this paper was to examine the managers’ perception of patient safety culture. Methods: This study followed a quantitative cross-sectional design. The research procedure involved all middle-level managers in Aseer Central Hospital in Abha, Saudi Arabia (N = 52). To assess the status of patient safety culture and the role of healthcare managers in the field study, the researchers constructed a study questionnaire; it included questions adapted and modified from the Safety Attitudes Questionnaire, the Hospital Survey on Patient Safety Culture questionnaire, the 10 Mintzberg managerial roles and the six types of power for healthcare managers. Results: Most participants were Saudi nationals (73.1%) aged 31 to 40 years (44.2%). The managerial role practiced frequently was leadership (85%), but the least managerial role was the figurehead (23%). Mangers held positive attitudes toward patient safety culture with 100% positive replies. No significant association was found between sex, nationality, years of experience, and professions concerning patient safety. Additionally, the results indicated that most managers were willing to uphold a safe environment for their patients and ready to involve employees in decision-making strategies to motivate them. Conclusion: The managerial choices in Aseer Central Hospital are based on the culture and tradition of the community, which might negatively undermine the capability of other individuals handling the same office based on their educational backgrounds and competency. Such situations also may demoralize the employees, leading to poor employee performance Suboptimal achievement was exhibited primarily by middle-level healthcare managers of all six power types: resource allocator, negotiator, liaison, spokesperson, figurehead, and entrepreneur. Therefore, there is a pressing need to improve managers’ attitudes toward patient safety and activate managerial roles to ensure patients’ safety is practiced unequivocally.

Abstract Background Due to outbreaks of new diseases, development of new treatment regimens and requirement of evidence-based practice, health professionals continuously need to acquire updated knowledge and skills. This type of learning is known as continuous professional development (CPD). The scarcity of skilled health care professionals in developing countries further increases the need of CPD. Traditionally, face-to-face approach has been preferred as the best mode of CPD. Currently, health professionals have started using online learning for continued professional growth in different parts of the world. Consequently, research studies from different settings are needed to investigate the significance of online learning for CPD. Therefore, the aim of this study was to investigate the importance and challenges attributed to online learning by the managers of health facilities in Rwanda. Moreover, the study aimed to identify the status of infrastructures that could support online CPD, and assess the perceived enhancement and barriers for implementing online CPD. Methods The study used a convergence mixed-method design to explore quantitative and qualitative data from 42 health care managers. A descriptive analysis was conducted on quantitative data while qualitative data were thematically analyzed to inform the study findings. Results It was revealed that 90.5% of managers, who participated in this study, consider positively the use of online learning for CPD. All managers acknowledged that online learning could improve the knowledge and practice skills of health care professionals. Nevertheless, 52.4% of health institutions who participated in this study currently do not use online for CPD. Participants demonstrated challenges such as the lack of access to digital devices, poor or lack of internet access, poor online learning design, low digital skills of healthcare professionals, lack of time dedicated to online learning, and heavy workload of staff. Conclusion These findings indicate then that the managers of health institutions value the importance of online learning for CPD of health professionals. However, online learning should be designed to fit for the purpose and with a high consideration on needs and preferences of healthcare professionals and thereby improve information communication technology infrastructure that support online learning for CPD. Traditional in-person CPD courses are still recommended in health institutions with shortage in resources and technology. Also, the barriers of online CPD delivery such as low internet connectivity and lack of access to digital devices by healthcare professionals need to be co-creatively addressed through the pyramidal structure of the Rwandan health system.

No abstract available (Letter to editor)

Background: The challenges brought on by the pandemic triggered a renewed scholarly focus on managing during crises. Now, 3 years on, having covered the initial crisis response, it is important to reevaluate what the crisis has taught us about health care management more generally. In particular, it is useful to consider the persistent challenges that continue to face health care organizations in the wake of a crisis. Purpose: The present article aims to identify the biggest challenges that currently face health care managers in order to formulate a postcrisis research agenda. Methodology/Approach: We employ an exploratory qualitative study, utilizing in-depth interviews with hospital executives and management to explore the persistent challenges facing managers in practice. Results: Our qualitative inquiry reveals three key challenges that extend beyond the crisis and are salient for health care managers and organizations in the years to come. Specifically, we identify the centrality of human resource constraints (amidst increasing demand), the necessity of collaboration (amidst competition), and a need to reconsider the approach to leadership (utility of humility). Conclusion: We conclude by drawing upon relevant theories such as paradox theory to formulate a research agenda for health care management scholars that can support the creation of novel solutions and approaches to persistent challenges in practice. Practice Implications: We identify several implications for organizations and health systems, including the need to eliminate competition and the importance of building human resource management capacities within organizations. In highlighting areas for future research, we provide organizations and managers with useful and actionable insights to address their most persistent challenges in practice. [ABSTRACT FROM AUTHOR]

In a changing context, the use of knowledge management (KM) generates value and a long-lasting competitive advantage. As a critical issue for societal development, sustainable organisations must consider the relationship between KM and healthcare. They must investigate how knowledge is created and identify potential predictors of knowledge-sharing behaviour to support a hospital's long-term knowledge-management strategy. Managers could benefit from KM strategies to improve the performance of hospitals and other healthcare organisations. This study aimed to determine the knowledge management and sustainability performance of a hospital organisation based on the perspective of the healthcare managers. A cross-sectional research approach was employed involving the healthcare managers of a government-subsidised hospital in the Hail Region of Saudi Arabia. The study was conducted between September and October 2022. The results demonstrated that knowledge management was commendable (4.41 ± 0.470) and had high sustainability performance (4.28 ± 0.558). Predictors for knowledge management included gender (B = 0.201; p = 0.002), managerial position (B = 0.285; p < 0.000), years of experiences as manager (B = 0.319; p < 0.000) and educational attainment (B = 0.092; p = 0.003). The predictors for sustainability were gender (B = 0.023; p < 0.000), managerial position (B = 0.352; p < 0.000) and years of experience as a manager (B = 0.0648; p < 0000). The study found that knowledge management was a predictive factor in sustainability regarding economic (B = 0.735; p < 0.000), social (B = 1.028; p < 0.000), environmental (B = 0.774; p < 0.000), technical (B = 0.751; p < 0.000) and governance (B = 0.526; p < 0.000), while knowledge management had a strong correlation to sustainability performance (R = 0.663; p < 0.000). Therefore, knowledge management for learning should be consistently created and shared to keep members involved in the core of operations. When knowledge is put into practice, it can help an organisation innovate, sustain better performance and guarantee long-term success. These study findings may additionally persuade workers to put more effort into knowledge management. [ABSTRACT FROM AUTHOR]

Background: Due to outbreaks of new diseases, development of new treatment regimens and requirement of evidence-based practice, health professionals continuously need to acquire updated knowledge and skills. This type of learning is known as continuous professional development (CPD). The scarcity of skilled health care professionals in developing countries further increases the need of CPD. Traditionally, face-to-face approach has been preferred as the best mode of CPD. Currently, health professionals have started using online learning for continued professional growth in different parts of the world. Consequently, research studies from different settings are needed to investigate the significance of online learning for CPD. Therefore, the aim of this study was to investigate the importance and challenges attributed to online learning by the managers of health facilities in Rwanda. Moreover, the study aimed to identify the status of infrastructures that could support online CPD, and assess the perceived enhancement and barriers for implementing online CPD. Methods: The study used a convergence mixed-method design to explore quantitative and qualitative data from 42 health care managers. A descriptive analysis was conducted on quantitative data while qualitative data were thematically analyzed to inform the study findings. Results: It was revealed that 90.5% of managers, who participated in this study, consider positively the use of online learning for CPD. All managers acknowledged that online learning could improve the knowledge and practice skills of health care professionals. Nevertheless, 52.4% of health institutions who participated in this study currently do not use online for CPD. Participants demonstrated challenges such as the lack of access to digital devices, poor or lack of internet access, poor online learning design, low digital skills of healthcare professionals, lack of time dedicated to online learning, and heavy workload of staff. Conclusion: These findings indicate then that the managers of health institutions value the importance of online learning for CPD of health professionals. However, online learning should be designed to fit for the purpose and with a high consideration on needs and preferences of healthcare professionals and thereby improve information communication technology infrastructure that support online learning for CPD. Traditional in-person CPD courses are still recommended in health institutions with shortage in resources and technology. Also, the barriers of online CPD delivery such as low internet connectivity and lack of access to digital devices by healthcare professionals need to be co-creatively addressed through the pyramidal structure of the Rwandan health system. [ABSTRACT FROM AUTHOR]

This study identified the effects of Work-Related Stressors (WRSs) and Work Engagement (WE) on managers' Work Stress (WS). Data were collected from 109 healthcare managers (HMs) from public and private hospitals in İzmir, Turkey, using a structured questionnaire. Exploratory factor analyses were carried out to determine the construct validity of the WRS, WE, and WS scales. Two WRS factors were identified, Support and Control (SC), and Responsibility and Relationship (RR), and one factor each for the WE and WS scales. Correlation analyses indicated a significant positive relationship between the WRS factors and a negative relationship between WE and the other variables. Hierarchical regression analyses were conducted to evaluate the effects on WS of HM demographic variables, WRS dimensions, and WE. The first step showed that age and managerial experience affects WS. The second step showed that RR had a significant positive effect on WS, whereas SC had no effect. Additionally, WE significantly decreased WS. Implications for Central European audience: The findings suggest that HMs can reduce WS by focusing on RR. In addition, HM willingness, enthusiasm, physical and mental fitness, and effort to achieve goals all affect their WS. Thus, HMs' perceptions of WE may reduce their perceptions of WS. Managers, therefore, need to consider job satisfaction, which is particularly associated with work stress, to increase WE. Managers should consider their needs and expectations both formally and informally by holding regular evaluations to listen to their employees' voices. [ABSTRACT FROM AUTHOR]

In the present era called the information age, also known as the digital age, healthcare managers have to deal with many challenges besides trying to adapt to the rapidly changing micro and macroenvironment affected by the pandemic. Currently, digitalization and hybrid work ecosystems are on the rise requiring healthcare managers to effectively use self-knowledge management tools to lead themselves and be able to lead their staff members by inspiring, encouraging, and motivating them transforming their staff members creating value for all. However, there is insufficient research on the relationship of leadership styles and personal knowledge management. This study aims to evaluate the mediating role of personal knowledge management in the effect of self-leadership on transformational leadership. The study was carried out with scales of self-leadership, transformational leadership, and personal knowledge management. Scales were validated by factor analysis. Structural equation modeling was performed to test the relationships. The research universe consisted of public healthcare managers working in Istanbul. It was found that the validity and reliability of the research scales were high. The self-leadership and transformational leadership perceptions of healthcare managers working in public institutions are high. The results indicated a partial mediation effect of personal knowledge management on the positive impact of self-leadership on transformational leadership. The conceptual model and the findings in this study provide a new contribution to the current literature. [ABSTRACT FROM AUTHOR]

Objective: For psychiatrists and trainees, to reflect upon adverse managerial reactions to healthcare advocacy about patient care and safety, drawing upon examples from general healthcare settings, and to share approaches to addressing these reactions.Conclusions: Psychiatrists and trainees engaging in healthcare advocacy may face adverse responses from healthcare management, with personal and professional consequences. Advocates need to consider counterstrategies to negative actions by management that may include workplace incivility, bullying and harassment. Health advocacy is more effective within a network of peers, patients and the broader community, including medico-political professional organisations, such as the Australian Medical Association, Royal Australian and New Zealand College of Psychiatrists, and Unions. These organisations should advocate openness to doctors highlighting healthcare safety and quality, as well as prevention of workplace bullying. [ABSTRACT FROM AUTHOR]

Background: Several authors have studied the benefits and risks of using social media in healthcare settings. However, there are few studies on the opinion of healthcare leaders to face the challenges of using social media networks. Purpose: The objective of this study was to investigate the opinions of healthcare leaders on the barriers and challenges of using social media in Saudi Arabian healthcare settings. Method: ology: A cross-sectional study was conducted to collect information related to the research objective. A questionnaire distributed through Telegram, Twitter, and WhatsApp was used for this purpose. Initially, the questionnaire was sent to 226 healthcare leaders and 70 participants completed and returned the questionnaire. The data were analyzed using basic statistics. Results: More than half of the respondents (84.3%) used social media and WhatsApp was the most used platform (78.6%). Most of the participants (90%) believed that social media must be used in healthcare settings and 78.6% of them thought that there were barriers to use social media in healthcare scenery. Some of the detected barriers were the absence of clear policies, ethical reasons, security issues, dissemination of inaccurate information, and so forth. The main suggestions to face the challenges generated by these barriers were to implement security mechanisms to guarantee the privacy and confidentiality of patient data, establish websites and social networks managed by certified specialists, and monitor the information posted on social media to ensure that it is reliable. Also, the participants considered that it was necessary to implement clear guidelines and policies on how to use social media adequately. They also thought that the Ministry of Health Education should observe the information published on social networks. Conclusion: The majority of respondents agreed on the importance of using social media in healthcare settings in Saudi Arabia. However, the participating healthcare leaders considered that there were barriers and challenges related to the use of these platforms. In this sense, they suggested a set of solutions to use social networks efficiently and safely to improve the healthcare system in the Kingdom of Saudi Arabia.

The primary aim of this paper is to conduct a critical review of the existing studies about the relationship between leadership styles and innovation culture among professional employees in healthcare setting, with focus on transactional, transformational and collaborative leadership styles. Health industry is a global enterprise that attracts professional workers from diverse environment, emerging issues and modern technology to address emerging health challenges. Uncertainty, emerging issues and other dynamics in the healthcare sector compel managements of the organizational and personal levels to adopt changes in a continuous basis. However, these changes can only be realized when employees are included in the process and this depends on the type of leadership style(s) the management will implement to address the challenges. Effective leadership has been positively linked to innovativeness of employees in healthcare facilities. An environment that allow employees to use their talents and skills, and bring new ideas that are considered implementation allow them to inculcate the culture of innovation and creativity to solve emerging problems. However, this depends on the ability of the leaders to support and encourage employees to share and implement new ideas that improve their performance and hence patient outcomes. Volume of studies have been in this field in an attempt to link different leadership styles to employees' innovativeness and creativity. Leaders often look to influence innovation at the organizational (macro) level; but equally they can inspire openness of thinking and ideas at a personal (micro) level. The primary research results for the impact of leadership styles on innovation culture in selected UAE hospitals was included in this study. Critical review of previous studies leads to a conclusion that leadership styles adopted by managers in healthcare facilities determine the employee innovation and creativity culture to improve service delivery. An extensive review of the existing literature showed that there is limited research on the impact of healthcare leadership styles on innovation culture. To address this research gap, a conceptual framework was established and tested through a quantitative research design, using questionnaires as its primary instrument for data collection and involving a large number of participants. The research was built on a unique and comprehensive set of dyadic data from managers and their employees across four hospitals. In order to get optimal data for analysis, the study conducted a stratified random sampling and matched data of 46 managers and 270 employees. Different tests were conducted to examine the relationships between leadership styles and innovation were tested by using ANOVAs and regression analysis. The results revealed that the collaborative leadership style among managers was the only significant predictor of innovation among employees in the four studied hospitals, in that higher levels of collaborative leadership style are associated with higher levels of innovation culture. [ABSTRACT FROM AUTHOR]

For downloading the full-text of this article please click here. Decision-making is of paramount importance in personal, social, and organizational life, influencing both personal and organizational affairs. Indeed, all human’s life is a chain of decisions made by him (1). In this regard, decision-making in major managements, particularly in health sector where lives of people as well as physical and spiritual health are involved, is of particular importance. For downloading the full-text of this article please click here.

The study explored the key factors associated with the increase in the prevalence of chronic health conditions and the appropriate collaborative leadership approaches pursued by the healthcare managers and other stakeholders involved in the management of chronic diseases. The study utilized grounded theory methodology and the data were selected through a rigorous approach that ensured that the selected databases were comprehensive, relevant and inclusive. The study showed that the integrated efforts towards enhanced disease awareness lead to a significant increase in positive lifestyle change (t = 2.009, P = 0.0001), similar results were observed with increased disease screening (t = 2.192, P = 0.001). A significant reduction in the prevalence of chronic diseases was also achieved through integrated efforts aimed at disease screening (t = 3.223, P = 0.002) and disease awareness (t = 2.009, P = 0.0001). The adoption of team-based self-management of chronic health conditions was also reported to result in a significant reduction in the disease severity (r = −0.43, P = 0.03), cost of care (r = −0.56, P = 0.002), and increased quality of life (r = 0.711, P = 0.005). This study suggests that the healthcare managers should liaise with other stakeholders in the adoption of enhanced disease awareness, increased disease screening, and team-based self-management in the management of chronic health conditions. [ABSTRACT FROM AUTHOR]

Broadly educated professionals are a rely valuable resource for the Russian public health system in the current socio-economic conditions. Their capability to flexibly switch the focus and content of their activities in the changing and challenging environment is essential for successful performance. The purpose of our study is to analyze the international evidence on managing the process of competencies' development in healthcare managers. Competence-oriented education and training of future health-care managers is of special interest. In light of this, the study of international data on the organization of the processes of key competence development is important. Here with, it is necessary to take into account the content of the studies, resources and technologies, factors that influence on this process, the development and evaluation of models aimed at improvement of the education of healthcare management professionals at medical schools. We believe that the results of this review will help to develop and offer a number of practical steps aimed at optimizing the education and training of healthcare managers. In addition to a review of international data, this article presents an innovative project for the development of professional competencies of health managers – the Academy of Talent Development in Healthcare (ATDH). This project involves students of the Sechenov University who want to learn how to lead healthcare teams efficiently. [ABSTRACT FROM AUTHOR]

Nowadays, political, economic and technological upheavals require the rediscovery of some elapsed soft skills by healthcare managers. These abilities are values grounded in the past and somewhat nebulous in the present. We suggest five forgotten lessons highlighting the importance of a stronger human and self-conscious approach in today's and tomorrow's healthcare managers. [ABSTRACT FROM AUTHOR]

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Introduction: Despite advances in science and technology, still some natural hazards such as earthquakes cannot be predicted accurately. However, with appropriate knowledge, accurate planning and necessary predictions, we can decrease the mortality and financial losses of such disasters. Therefore, attitude and preparedness of healthcare managers toward earthquake can have an important role in improving the preparedness. Therefore, knowledge and attitude of Rey-country health network managers and the preparedness of healthcare centers covered by these managers and the relationship between them have been investigated. Methods: This study was a cross-sectional descriptive analytical study. The sample population was consisted of healthcare administrators at Rey-country health network. Data were gathered by a questionnaire that was designed in three types (knowledge assessment, attitudes study, and preparedness of centers) and its validity and reliability have been verified. Date analysis was based on correlation and descriptive statistics, assisted by SPSS. Results: Managers’ mean score of knowledge was 14.2 (out of 33), with a standard deviation of 5.5. The maximum and minimum scores were 23 and 1, respectively. The results showed the unpreparedness of health care centers and mean score was 40.2%totally, based on responses of these centers’ managers. Most managers generally believed that earthquake is a very probable hazard in Rey-country. Conclusions: Considering that managers’ knowledge was rather low, preparedness among centers was low as well. According to low knowledge and unsuitable preparedness, more theoretical and practical trainings and maneuvers were necessary to be held for managers about earthquake preparedness.

Introduction The study was aimed at comparing the applicability of quantitative techniques and its relevance in decision making by clinical and non-clinical healthcare managers and administrators. Methods A comparative cross-sectional study in design conducted at the Obafemi Awolowo University Teaching Hospital, Ile-Ife amongst 52 clinical and 50 non-clinically related healthcare managers and administrators. Data collection tool was a semi-structured self-administered questionnaire. Data were analysed using descriptive and inferential statistics of SPSS version 20 with statistical significance determined at p < 0.05. Results A higher proportion of the non-clinical healthcare managers and administrators were familiar and had used more quantitative techniques than their clinical counterparts. Experience ranked highest as the current method employed by both groups for most decision needing scenarios presented. There was no statistically significant difference in their perceived effectiveness of the current methods guiding decision making. However, a statistically significant difference was found in the methods preferred by both study population only for ‘reducing waiting lines, p = 0.015’ and in ‘maximising the use of human resources, p = 0.017’. Conclusions Approach to decision making in the Nigerian health sector is still largely experiential and more of a personalised bargaining process. Acknowledgement of the relevance of quantitative techniques by clinical and non-clinically related health managers and administrators as found in this study is hoped to accelerate the adoption of these techniques. It is believed that its application will lead to improved health service delivery and health outcomes. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper was to explore what kind of ethical competence healthcare managers need in handling conflicts of interest (COI). The aim is also to highlight essential learning processes to develop healthcare managers’ ethical competence. Design/methodology/approach – A qualitative study was performed. Semi-structured interviews with ten Swedish healthcare managers from different care providers were carried out twice and analysed through step-wise categorisation. Findings – Four categories of COI were revealed and two ways (passive and active) in which COI were handled. Ethical guidelines did not help the healthcare managers to handle the COI, and none of the managers made use of any sort of systematic ethical analysis. However, certain ethical competence was of great importance to identify and handle COI, consisting of contextual understanding, rational emotions, some theoretical knowledge and a suitable language. Organising work so that ethical analysis can be carried out is of great importance, and top management needs to clearly express the importance of ethical competence and allocate resources to allow adequate learning processes. Originality/value – This paper highlights the management level and focuses on how work-integrated learning-processes can enable ethical competence. Ethical competence at the management level is essential both to comply with the constitution and legal requirements regarding healthcare, and so that managers are able to analyse COI and justify their decisions. [ABSTRACT FROM AUTHOR]

The aim of this study is to investigate the structures of Associations of Public Hospitals established as a result of organizational change in healthcare services occurred in the scope of Health Transformation Program and revealing how this new management pattern is perceived by managers. Semi-structured interview method was used as data-gathering tool. Data set was examined utilizing content analysis method in accordance with criteria which were defined by researchers. Managers stated that resources were used efficiently, service integrity was ensured and decentralization potentialities increased with reorganization according to findings obtained. Furthermore, increment of local centralization, decline in managerial effectiveness and flexibility of administrative structure were emphasized. In conclusion, it was seen that reaching its target of change process in healthcare systems is directly associated with knowledge levels, leadership and management styles of managers. [ABSTRACT FROM AUTHOR]

The authors evaluated whether a patient's perceived pain control influenced the relationships between four attributes (nursing, physician, staff, and environment) and patient satisfaction. Multiple linear regression analyses were conducted to examine overall satisfaction and intention to recommend, controlling for race, gender, age, and education. The authors found that no matter the level of pain control, nursing was always the most influential attribute in patient satisfaction. The influence of the other attributes varied, depending on the patients’ pain control. Hospital managers may improve patient satisfaction by focusing on pain management nursing care. [ABSTRACT FROM PUBLISHER]

This study contributes to service industry theory by revealing how employers in the health service understand knowledge exchange as ‘transaction’. Although under pressure to deliver better services without additional resource, health service providers do not seek customers, making them unlike commercial service industries. This paper reports a UK knowledge exchange programme designed to bring together healthcare managers and researchers. Case study data were gathered from 36 semi-structured interviews with health services managers (Fellows) embedded in research teams, research team leads, and Fellows' workplace line-managers. Interviews were analysed thematically using a coding frame. The importance of personal contact in knowledge exchange mechanisms was confirmed but the knowledge model varied by interaction pairings (Fellow/research team; Fellow/health service). When with researchers, an exchange model was commonly in operation, marked by collaborative engagement. In contrast, line-managers tended to adopt a transactional approach, driven by instrumental motives. This transactional model merits further research. [ABSTRACT FROM PUBLISHER]

The Final Report of the National Health and Hospitals Reform Commission released in June 2009, as well as the Council of Australian Governments (COAG) Agreements in Australia in April 2010 and February 2011, have seen furious agreement on the priority for primary healthcare reform at state and Commonwealth levels. The only question is who pays? While agreeing that the two levels of government will work together on system-wide primary healthcare reform necessary to achieve effective service integration across Commonwealth and state funded healthcare services, the pathway to effective reform has been unclear. There are many public and private healthcare providers as well as consumers who expect to be part of the efforts to improve health outcomes for Australia. Delivering the results required by the Commonwealth Government and key stakeholders is presenting numerous leadership challenges. The first tranche of 19 Medicare Locals were implemented in Australia in July 2011. The remaining 43 Medicare Locals will be implemented in quick succession by July 2012.The type of leadership skills required to deliver effective change management in a climate of extreme uncertainty has challenged many healthcare leaders. Not exercising 'collaborative leadership', not using 'influencing' skills to build strong collaborative interorganisational partnerships, not maintaining effective clinician engagement, may at best produce little change and at worst threaten the future of primary healthcare reform in Australia. [ABSTRACT FROM AUTHOR]

Objective: Using evidence to inform decision-making processes has the potential to overcome problems within health service sectors. Previous studies have argued that evidence should be viewed broadly to include both research and non-research evidence. However, overseas studies have confirmed a general lack of use of evidence in managerial decision-making. In order to encourage the practice of evidence-informed health service management among middle and senior health service managers in the Australian context, understanding of how managers perceive evidence as well as their current practice is the first step. This paper will report some of the relevant findings from recently completed research in the State of Victoria, Australia that will address these two questions. Design and Setting: With Fellows and Associate Fellows of the Victorian branch of the Australasian College of Health Service Management as the study population, the methods consisted of three key elements: a questionnaire and two focus group discussions. The discussions before and after the survey were recorded and subjected to content analysis. Main outcome measures: The main outcome measures were the rating of the usefulness of evidence types, the rating of importance of evidence types, the frequency of evidence use, the use of evidence types in the last three months and the ranking of evidence types used by participants for various management decision types. Results: 116 out of 411 participants provided enough useful data to be included in the final analysis resulting in an effective response rate of 28.2%. Managers view evidence broadly and acknowledge its importance. They routinely use evidence to guide the managerial decision-making processes. However, both qualitative and quantitative research evidence is rarely used. In contrast, 'internal data' generated within their organisation was the form of evidence most preferred by managers, followed by examples of external practice and personal experience. Further investigation of the level of validity and reliability of 'internally developed data' to guide management decision-making is proposed. [ABSTRACT FROM AUTHOR]

., , , , , . (2010) Journal of Nursing Management 1027-1039 To examine the effects of a Leadership Development Initiative (LDI) on the emotional health and well-being among five levels of healthcare managers. Increasingly dynamic, demanding healthcare environments result in highly stressful work atmospheres. Using quasi-experimental and mixed methods, we used regression on pre- and post-LDI survey data with 86 managers, and individual/focus group interview data for focused ethnographic analysis. An increasing trend was observed in self-assessed leadership practices after the LDI with a significant increase in 'inspiring a shared vision' ( P < 0.01). However, a non-significant decreasing trend in areas of work life and a non-significant increase in cynicism ( P = 0.14) was observed. Before the LDI, participants' self-assessment of their practice to 'enable others to act' was negatively related to emotional exhaustion ( P < 0.01). Both before and after the LDI, 'modelling the way' was significantly related to professional efficacy ( P < 0.01 pre; P <0.05 post). Post-LDI, 'inspiring a shared vision' was negatively ( P < 0.01) and 'enabling others to act' was positively ( P < 0.05) related to cynicism. The LDI provided opportunities for healthcare managers to connect, strengthen leadership and social support networks and manage burnout. Transformational leadership practices may influence managers' emotional health. Senior administrative support and communicating the structure and vision of developmental initiatives may help to achieve realistic expectations. [ABSTRACT FROM AUTHOR]

Developed by the Center for Disease Control and Prevention in 2002, the Crisis Emergency and Risk Communication (CERC) training module is a nationally and internationally recognized communication model. With the looming threat of a pandemic and the potential for a protracted ongoing siege, a valuable opportunity exists to introduce crisis and emergency preparedness communication best practices to a new population—health care managers and administrators. The CERC toolkit and resources, provide an easy, turn-key solution and a validated template for educators who are not directly involved in public health education but desire to share this content. In this example, graduate students enrolled in an Master of Health Administration program, used a Play2Train scenario, located in the virtual learning environment of Second-Life (2007), to incorporate concepts from the CERC model. By applying the CERC best practices in a real-time virtual learning scenario, students learned collaboration and the leadership competencies necessary to help implement Joint Commission on Accreditation of Health Organizations emergency communication protocols and community collaboration requirements. By expanding the impact of the CERC model and developing unified risk communication responses and information sharing, all health professionals can enhance the effectiveness of their emergency preparedness plans so that the public can be better served. [ABSTRACT FROM AUTHOR]

The Australian penchant for monitoring overseas developments in general and health matters is noted. The face validity of the findings of the International Project on Culture and Management (IPCM) is assessed positively and certain structural commonalities of the health systems of the USA and Australia are identified, without attributing causality in the development of managers' attributes. Linkages between Australia, Malaysia and Hong Kong are also explored briefly. In addition, key attributes of the sample of Australian managers are discussed together with the limitations related to emerging forms of provision and organization in health services and to their distribution in the study sample. The IPCM findings may be used in course design but are unlikely to cause any major change, although one may debate on the values of applicants towards health service management education courses. The findings may help to stimulate the establishment of performance measures for management education in Australia. [ABSTRACT FROM PUBLISHER]

• During COVID-19, triage nurse work experience mainly manifested four themes. • Revealed four themes: fear, job stress, gratitude, expectations of managers. • The response capability of triage nurses during the epidemic should be improved. In December 2019, the global outbreak of Corona Virus Disease 2019 (COVID 19) was reported. As of March 8, 2020, more than 90,000 cases were reported worldwide, resulting in a shortage of global medical resources. The purpose of this study was to understand the working experience of triage nurses in the emergency department (ED) of a large teaching general hospital in Shenzhen (Guangdong province, China) during the COVID-19 epidemic. This will provide a basis for improving the emergency nursing strategies and the epidemic response capabilities of triage nurse. Ten triage nurses were selected as subjects by objective sampling for in- depth interviews, and the data were analyzed by the Colaizzi seven-step analysis method. There were four themes in the working experience of triage nurses, including fear of infection and transmission, job stress, gratitude, and expectations of managers. During the COVID-19, the work experience of triage nurses mainly included the fear of infection and transmission, the high work pressure, the sense of team strength and the care of leaders. It was suggested that nursing managers should ensure the human resources of triage nurses, increase training, strengthen emergency drills, improve emergency nursing countermeasures, and improve the response capability of triage nurses during the epidemic. [ABSTRACT FROM AUTHOR]