ОБРАЗ ІДЕАЛЬНОГО ТА РЕАЛЬНОГО КЕРІВНИКІВ МЕДИЧНОГО ЗАКЛАДУ В УМОВАХ ПАНДЕМІЇ

Abstract

The theoretical analysis of a manager's image has showed that it includes personality structures of ideal and real managers. The internal factors that form images of ideal and real managers include: personal traits; skills, knowledge, aptitudes and abilities necessary for efficient management; features of character and behaviour, including management styles. The external factors include: a situation in which management is carried out and heterogeneity of the social group of subordinates. Management in medical organisations during the COVID-19 pandemic has its own specifics, namely, several types of managers should be involved into it: middle managers and senior managers. The analysis of the research results showed some similarity between the images of ideal and real managers in medical organizations. The greatest similarity was observed for the following traits: self-confident, friendly, having high communicative skills, with a sense of humour, supporting universal values, flexible, stress-resistant, courageous in decision-making, organized at work, authoritative, having critical, analytical thinking. Differences between the images of real and ideal managers were revealed for the following features: activity, lack of initiative, ability to clearly define professional and personal goals and tasks, honesty, aggressive attitude to criticism. The main psychological factors in the image structures of ideal and real managers in medical organizations during the COVID-19 pandemic were determined. The image of an ideal manager included such factors as professionalism, care for subordinates, passivity, restrained dictatorship, steadfastness of character. The image of a real manager included such factors as are consistency in work, care for subordinates, efficiency, professionalism, authoritarian style, decision-making, openness. It was important for the medical staff that their manager was competent, demanding and fair, unwavering in decision-making, accepting calmly criticism directed at him/her, being well balanced and open to interactions and dialogue and having a restrained directive leadership style.