A Call for Leadership and Management Competency Development for Directors of Medical Services-Evidence from the Chinese Public Hospital System.

Jian Wang,Min Xu,Zhanming Liang,Peter Howard

doi:10.3390/ijerph17186913

Abstract

Background: A competent medical leadership and management workforce is key to the effectiveness and efficiency of health service provision and to leading and managing the health system reform agenda in China. However, the traditional recruitment and promotion approach of relying on clinical performance and seniority provides limited incentive for competency development and improvement. Methods: A three-component survey including the use of a validated management competency assessment tool was conducted with Directors of Medical Services (n = 143) and Deputy Directors of Medical Services (n = 152) from three categories of hospital in Jinan, Shandong Province, China. Results: The survey identified the inadequacy of formal and informal management training received by hospital medical leaders before commencing their management positions and confirms that the low self-perceived competency level across two medical management level and three hospitals was beyond acceptable. The study also indicates that the informal and formal education provided to Chinese medical leaders have not been effective in developing the required management competencies. Conclusions: The study suggests two system level approaches (health and higher education systems) and one organization level approach to formulate overall medical leadership and management workforce development strategies to encourages continuous management competency development and self-improvement among clinical leaders in China.

Highlights

IntroductionHealthcare systems require management personnel who have the generic management competencies, and have a good understanding of how such complex systems function, the context in which they operate, and how the large number of organizations and sectors interact
This study suggests that a review of the requirements for qualifications and participation in informal training among clinical leaders (DoMS and Deputy Directors of Medical Services (DDoMS)) is indicated, in the better resourced and more competitive Level 3 hospital
The study confirms that core management competencies identified in a non-Chinese context are core to medical directors in the Chinese public hospitals

Summary

Introduction

Healthcare systems require management personnel who have the generic management competencies, and have a good understanding of how such complex systems function, the context in which they operate, and how the large number of organizations and sectors interact. A competent medical leadership and management workforce is key to the effectiveness and efficiency of health service provision and to leading and managing the health system reform agenda in China. The traditional recruitment and promotion approach of relying on clinical performance and seniority provides limited incentive for competency development and improvement. Methods: A three-component survey including the use of a validated management competency assessment tool was conducted with Directors of Medical Services (n = 143) and Deputy. The study indicates that the informal and formal education provided to Chinese medical leaders have not been effective in developing the required management competencies

Methods

Results

Conclusion