Abstract
BackgroundAccountable care has profoundly changed the organizational models adopted by health care organizations and, consequently, the skill set required for doctor-managers who have become middle managers and must deal with the operational management of their units. The aim of this study was to identify the psychological microfoundations (i.e., traits) of physicians’ managerial attitude. Specifically, we analysed the roles played by narcissism, specialization choices and identification with the organization.MethodsWe collected primary data on a population of ward unit heads in the Italian National Health Service. A logistic regression model predicting the levels of managerial attitude was employed.ResultsThe results indicate that high levels of narcissism and identification with the organization are related to higher managerial attitude (instead of clinical attitude). Additionally, we found that physicians with a technique-oriented specialization present a higher probability of manifesting managerial attitude (in comparison to clinical attitude).ConclusionsHospital managers can benefit from the use of these findings by developing a strategic approach to human resource management that allows them to identify, train and select the right mix of technical knowledge and managerial skills for middle-management roles.
Highlights
Accountable care has changed the organizational arrangements adopted by health care organizations and, the skill set required for doctor-managers who have become middle managers and must deal with the operational management of their units [1]
Narcissism is positively related to the dependent variable (β = 1.06, p ≤ .01), indicating that the higher the narcissism trait of physicians is, the higher their probability to present a managerial attitude instead of a clinical attitude
Organizational identity increases respondents’ probability of presenting a managerial attitude instead of a clinical attitude, (β = .325, p ≤ .05). This indicates that physicians who identify with their organizations’ values and goals are more likely to express a managerial attitude, showing awareness of the challenges associated with the managerial role that the organization entrust to them and which they perform at the expense of the more traditional approach in which physicians mainly focus on the clinical side of their work
Summary
Accountable care has profoundly changed the organizational models adopted by health care organizations and, the skill set required for doctor-managers who have become middle managers and must deal with the operational management of their units. Unlike clinical directors, who are responsible for the general vision of an entire organization, unit heads act as a link between the operational and strategic levels of a hospital [3] In their hybrid roles, they are responsible for clinical and managerial activities, including. Doctor-managers are characterized as lacking managerial skills, which refers to the limited use of acquired competencies, and as lacking interest in managerial issues, which is related to scarce knowledge about the roles and tasks within organizational structures [6] They experience time pressures on their ongoing clinical activities [7], which are unpredictable and heterogeneous due to the managerial duties assigned
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
