Team Climate Research Articles

Трудности в измерении и оценке социально-психологического климата в служебных коллективах органов внутренних дел

In the system of measures for the moral and psychological support of the professional activities of employees of the internal affairs bodies, the diagnosis of the socio-psychological climate is becoming increasingly important.
 Along with understanding the significance of the socio-psychological climate as an important psychological phenomenon, the need for further improvement of the tools and procedures used to measure it is obvious. In addition to utilitarian reasons caused by psychometric shortcomings of the instrumentation, errors in the organization of psychodiagnostic procedures for studying it, there are reasons of a different level.
 The article is devoted to the analysis of the difficulties that exist in measuring and evaluating the socio-psychological climate in the service teams of the internal affairs bodies. The authors highlight the difficulties of the methodological level, which they see in the complexity of the phenomenon of «sociopsychological climate» and the variety of scientific approaches in its description, as well as the difficulties of the instrumental level, which lie in the fact that in many ways the methods known and used by psychologists of the internal affairs bodies have lost their effect. novelties and their resistance to falsification has decreased,
 which led to a decrease in the effectiveness of measuring procedures, does not allow to fully identify the reasons for the deterioration of the socio-psychological climate in the unit and predict with a high degree of probability the climate in a certain group in the long term. In the article, the authors substantiate the need to improve the practice of psychological measurement of the socio-psychological climate, describing in detail various theoretical approaches, scientific methods of cognition, particular methods of measurement and evaluation.

Demografik Özellikler (Eğitim Düzeyi ve Kıdem) kapsamında Çalışanların İş Tatmini ve Takım İklimi Algıları: Bir Alan Araştırması

İş tatmini ve takım iklimi çalışanların üretkenliği ve yenilikçiliği için önemli olan iki konudur. Bu araştırmada iş tatmini ve takım ikliminin demografik özelliklere göre farklılık gösterip göstermediği incelenmiştir. Bu amaçla, Kahramanmaraş İtfaiye Müdürlüğünde görev yapan 213 çalışan üzerinde anket uygulanmıştır. Çalışanların iş tatmini ve takım iklimi algılarının demografik özelliklerine göre farklılıklarını belirleyebilmek amacıyla tek yönlü varyans analizi (ANOVA) kullanılmıştır. Araştırma neticesinde, çalışanların iş tatmini ve takım iklimi algılarında, demografik özelliklerine bağlı olarak anlamlı farklılıklar oluştuğu belirlenmiştir. Araştırmanın iki temel değişkeni olan iş tatmini ve takım iklimine yönelik algıların, çalışanların eğitim düzeyi ve kıdem faktörlerine göre farklılık oluştuğu bulgusu elde edilmiştir.

Training team creativity with Lego Serious Play: Upside and downside of team diversity

We trained 40 teams using Lego Serious Play (LSP), a facilitated workshop method in which the aspects of visual­ization, com­mitment, fun and shared storytelling are used. LSP improves open and participatory communication, collaborative learning and intuitive imagination and reduced ‘free ridership’ in innovation teams; it was easier to achieve a ‘train of thought’ or ‘flow’ within a team. LSP is a promising creativity method, although its effi­cacy is influenced by conditions. Teams can enhance or disrupt creative performance. Different mindsets within creative teams may lead to a broader pallet of new per­spectives in the ideation phase of inno­vation in which divergent thinking is important to explore novel viewpoints. However, diversity may lead to relationship conflicts in a team. We address the dilemma of achieving synergistic benefits from team diversity while managing negative interpersonal tensions between heterogeneous team members in relation to motivational aspects and team climate and summarize this in a significant three-path mediation model. We found a highly significant path with team performance of team diversity, com­mitment, and ‘voice’ (i.e. the extent to which team members are encouraged to express their views in the team). Team diversity has a potentially upside effect on creative performance, as well as a practical down­side effect: it can be a source of interpersonal tension and intergroup biases and consequently less commitment leading to a less open team climate, resulting in lower team performance.
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Building leadership and managerial capacity for maternal and newborn health services

BackgroundStrengthening leadership and management is important for building an effective and efficient health system. This paper presents the findings from a L&M capacity building initiative which was implemented as part of a larger study aimed at improving maternal and newborn outcomes within primary health facilities in the Morogoro, Tanzania.MethodsThe initiative, involving 30 stakeholders from 20 primary health facilities, 4 council health management teams and the regional health management team in the Morogoro region, provided leadership and managerial training through two 5-day in-person workshops, onsite mentoring, and e-learning modules. The initiative was evaluated using a pre-post design. Quantitative instruments included the ‘Big Results Now’ star-rating assessments and a team-developed survey for health providers/managers. The ‘Big Results Now’ star-rating assessments, conducted in 2018 (19 facilities) and 2021 (20 facilities), measured overall facility leadership and management capability, with comparisons of star-ratings from the two time-points providing indication of improvement. The survey was used to measure 3 key leadership indicators - team climate, role clarity/conflict and job satisfaction. The survey was completed by 97 respondents at baseline and 100 at follow up. Paired t-tests were used to examine mean score differences for each indicator. Triangulated findings from focus groups with 99 health providers and health management team members provided support and context for quantitative findings.ResultsStar-ratings increased in 15 (79%) of 19 facilities, with the number of facilities achieving the target of 3 plus stars increasing from 2 (10%) in 2018 to 10 (50%) in 2021, indicating improved organizational performance. From the survey, team climate, job satisfaction and role clarity improved across the facilities over the 3 project years. Focus group discussions related this improvement to the leadership and managerial capacity-building.ConclusionImproved leadership and managerial capacity in the participating health facilities and enhanced communication between the health facility, council and regional health management teams created a more supportive workplace environment, leading to enhanced teamwork, job satisfaction, productivity, and improved services for mothers and newborns. Leadership and managerial training at all levels is important for ensuring efficient and effective health service provision.

Written Reflection Influences Science Students’ Perceptions of Their Own and Their Peers’ Teamwork and Related Employability Skills

The impact of written reflection on tertiary students’ self-efficacy, and corresponding evaluation of their peers’ abilities, is often imprecise and lacking in clarity. This study thus sought to assess the effects of a written reflective diary on science undergraduates’ teamwork-related and other employability skills. Employability skills, in particular students’ teamwork-related skills, are crucial to students’ career development and progression. Assessment was carried out using a series of pre- and post-reflection online surveys, the TeamQ assessment rubric, and student focus groups. Participants identified five key teamwork skills, the importance of which remained constant over time. Written reflection had a significant, positive effect on students’ self-efficacy of their oral communication skills. Students’ written reflections were also important in shaping their perceptions about the domain of fostering a team climate, both in terms of their own self-efficacy and perceptions of their peers’ abilities. This study has interesting implications for future research into science students’ teamwork and other employability skills.

Team Leader’s Conflict Management Style and Team Innovation Performance in Remote R&D Teams—With Team Climate Perspective

Remote work has become a new way of working due to the influence of the COVID-19 pandemic, which inevitably aggravates team conflicts caused by cognitive differences given the lack of face-to-face communication. With a team climate perspective, this paper investigates the impact of the team leader’s conflict management style on team innovation performance in remote R&D teams in China based on social cognition theory and two-dimension theory. A theoretical model is constructed which describes the mediating effect of team psychological safety and the moderating impact of team trust. Paired data from 118 remote R&D teams in China including 118 leaders and 446 members were collected. The results show that team leader’s cooperative conflict management style is conducive to enhancing team psychological safety and further effectively improves team innovation performance. Therefore, team psychological safety has a mediating effect between team leader’s cooperative conflict management style and team innovation performance. In addition, team trust has a negative moderating effect between team leader’s cooperative conflict management style and team psychological safety. Besides, this study obtains some valuable culture-related insights and provides more views for conflict management research in the cross-cultural context since the samples in this study are from China, a society with high collectivism, which is different from the western cultural context from which many conflict management theories develop.

Examining the role of team climate, transactive memory system, and team leader humility in teams: an empirical study of Indian generational cohorts

PurposeThe study aims to define the term “generation” by proposing an integrated design based on age-period-cohort effects and by proposing an Indian generational cohort framework categorizing Indian generational cohorts into four categories, namely, Baby Boomers, GenX, GenY, and GenZ. The study further aimed to capture the existing generational differences between GenY and GenZ cohorts in the Indian teams on team climate, transactive memory system, and team leader humility.Design/methodology/approachFor the first two objectives a literature review methodology along with the author's proposition was adopted. An integrated design was proposed by reviewing the relevant sociological literature to define generations. Thereafter, an Indian cohort framework was proposed categorizing them into four groups Baby Boomers, GenX, GenY, and GenZ. Following that, for the last objective, i.e. to identify the differences between cohorts, empirical data were collected by a structured questionnaire that was disseminated to GenY and GenZ Indian working professionals. A total of 229 responses were used for observing the differences or similarities between GenY and GenZ cohorts on the study variables by employing an independent samples t-test.FindingsThe study proposed an integrated design (age, period, and cohort effect). Following that, an Indian generational cohort's framework has been outlined categorizing Indian cohorts based on their birth years, age groups, developmental stages, formative years, major Indian historical events, and various characteristics possessed by them. Moreover, the empirical findings support the existing generational disparities and depict that GenZ holds a higher inclination towards transactive memory systems and team climate whereas GenY holds more inclination toward leader humility.Practical implicationsThe study put forth its contribution to research scholars by categorizing Indian generational cohorts in a rationalized manner based on an integrated design (age-period-cohort) effect. The study would further assist concerned authorities and managers in formulating HR policies to deal with the underlying generational differences highlighted by the study.Originality/valueAs there lies a paucity of generational frameworks in the Indian context, this study is the first attempt in this direction which categorizes Indian generational cohorts based on a unique integrated design including age-period-cohort effects. In addition, the study also investigated these cohorts in Indian organizations to observe the existing variations.

Network formation in organizational settings: Exploring the importance of local social processes and team-level contextual variables in small groups using bayesian hierarchical ERGMs

Statistical models for social networks, such as exponential random graphs (ERGMs), have increasingly been used by organizational scholars to study the social interactions inside organizations, departments, and teams. While such models have been successful in providing insights about the local processes that underlie these interactions (such as homophily, reciprocity or transitivity), an additional interesting avenue for research focuses on the role of group-level contextual variables (such as the climate or composition of a team or organization) when considering a multitude of teams or organizations. In this paper we show how, in a team context, integrating team-level factors in a multilevel framework (i.e., a Bayesian hierarchical ERGM) enables us to answer questions about: 1) how team-level contextual factors might provide alternative explanations for the emergence of intra-team ties, and 2) whether any variation in local tendencies between teams might be dependent on such team-level variables (i.e., cross-level interactions). Using data collected among 103 MBA students who were grouped into 18 teams of 5–7 members to work on a project, we study the impact of members’ expertise and perceived psychological safety on advice seeking behavior. At a local level, we focus on the effect of these nodal attributes for homophily and differences in advice seeking and giving, while at the team level we incorporate the average expertise and the team’s psychological safety climate. Our results show that expert members are more likely to be the recipient of advice ties, but also that this effect is more pronounced in teams where the overall level of expertise is high. For psychological safety, we find that a high psychological safety climate impacts the advice relations among all members in the group, not solely those who themselves perceive a high level of psychological safety, suggesting that the team climate has an impact on all its members. This illustrates how a Bayesian hierarchical ERGM allows us to obtain relevant results even when studying small-sized groups.

Development and psychometric testing of the Perceived Organizational Climate Scale for nurses.

Retaining nurses on the job is vital, and their successful retention is related to the organizational climates (OC) of healthcare settings. The purpose was to develop and test the psychometric properties of the Perceived Organizational Climate Scale (POCS). The methodologic research design was used by following the scale development strategies by DeVellis (2017). The conceptual framework for this study was based on the broader theoretical framework of the Competing Value Framework (CVF) of Quinn et al. (2015), the concept analysis and extensive literature review (1939-2018), and combined with the inductive qualitative data. A two-phase study of scale construction and psychometric testing was conducted for content validation, construct validation and internal consistency reliabilities of the instrument. An expert panel validated the 4-point scale, followed by exploratory factor analysis, the known-group approach and split groups. Data were collected from (1161) registered nurses in eight general hospitals across Myanmar from August 2019 to September 2020. The 35 items with four essential dimensions: transformational climate, bureaucratic climate, team climate and strategic climate, explained almost 50% of the variation with all factor loading greater than .40. The internal consistency reliabilities of the instrument showed the Cronbach's alpha coefficient of .93, and the dimensions were from .82 to .85. As hypothesized, the known-group approach demonstrated that experienced nurses had higher mean scores than novices. The internal consistency reliabilities of the scale and dimensions across the splitting groups illustrated the stability. This evidence supports this instrument as having satisfactory initial psychometric properties with a comprehensive picture of OC by its essential components contributing to an inclusive understanding of this climate globally. This instrument can be used as an objective tool for evaluating OC as perceived by nurses in healthcare settings to inform improvements in working environments.

The effect of distributive justice climate on virtual team performance: A moderated mediation model.

Based on the social interdependence theory, we proposed that the distributive justice climate affects virtual team performance via high-quality relationships, and then we investigated the boundary effect of team proactive personality. The data used in this study were collected in China, including 327 virtual team members that belonged to 75 teams. The following results are obtained: (1) Distributive justice climate and high-quality relationships have significant positive effects on virtual team performance. (2) High-quality relationships mediate the relationship between the distributive justice climate and virtual team performance. (3) Team proactive personality strengthens the direct effect of the distributive justice climate on high-quality relationships. (4) Team proactive personality strengthens the indirect effect of the distributive justice climate on virtual team performance through high-quality relationships. These empirical results have important theoretical significance for team climate construction, personnel selection, and team performance promotion.

Unraveling the Relationship Between High Performance Work Systems and Team Performance

This study develops a moderated mediation model examining the relationship between high-performance work systems (HPWS) and team performance. Adopting a dialectical view on the effects of HPWS, it posits for a dual -positive and negative- path between HPWS and team performance that is jointly mediated by team coordination and team relationship conflict. Further, it theorizes that a supportive and a competitive team climate can significantly shape these relationships. The proposed research model was tested using multisource data from a sample of 403 team members and 96 team managers from a total of 56 different firms. Results revealed that HPWS are positively associated with both team coordination and team relationship conflict and that both these relationships are moderated by supportive and competitive team climate. This paper contributes to the strategic human resource management (SHRM) literature by revealing that HPWS can be associated with team performance both through a positive and through a negative intermediary mechanism and that team climate constitutes an important boundary condition that can both amplify and inhibit the effect of HPWS on team performance.

Gender and Ethnic Dissimilarity and Organizational Embeddedness: A Study of Team Climates

Drawing upon relational demography and conservation of resources theory, we study the relationship between gender and ethnic dissimilarity and organizational embeddedness to understand why dissimilar employees stay in their work organizations. Further, we study the role of team justice climate and climate for inclusion as moderators ameliorating this adverse effect. The study was conducted on 82 work teams in Malaysia. We conducted this study in a unique national context where a societal numerical minority—Chinese—has higher socioeconomic status than the Malay majority, as well as less gender egalitarianism than Western countries. The results show that climate for inclusion ameliorated adverse ethnic dissimilarity effects on organizational embeddedness, but not for gender dissimilarity, and that justice climate ameliorated adverse gender and ethnic dissimilarity effects on organizational embeddedness. Further, the ameliorating effects of justice and inclusive climates were more pronounced for women and non-Chinese employees, demographic groups who are more sensitive to justice and inclusion due to lower status and relative lack of social and material resources in the workplace. Our study points to the importance of fostering positive team climates for justice and inclusion to retain traditionally underrepresented employees in Malaysia and other nations.

Spiritual Leadership, Autonomous Motivation and Employee Craftsmanship Spirit: The Cross-Level Moderating Effect of Caring Ethical Climate.

PurposeWhether in traditional manufacturing or modern intelligent manufacturing, craftsmen have always been the backbone of China’s manufacturing industry. Cultivating employee craftsmanship spirit has become one of the top tasks of human resource management in China’s manufacturing industry. The question is what kind of leadership style will promote employee craftsmanship spirit and how can it be promoted? To answer this question, based on self-determination theory and social exchange theory, this study focuses on the influence of spiritual leadership on employee craftsmanship spirit, as well as the moderating effect of having a caring ethical climate and the mediating effect of autonomous motivation between spiritual leadership and employee craftsmanship spirit.MethodsThe leaders and employees of 103 work teams from Chinese manufacturing enterprises were investigated, and 434 paired data points were obtained. Data analysis and hypothesis testing were conducted using data analysis software, such as HLM, SPSS, and AMOS.ResultsThe results reveal that spiritual leadership can significantly positively predict employee craftsmanship spirit. Employee autonomous motivation plays a partial mediating role in the positive correlation between spiritual leadership and craftsmanship spirit. Additionally, caring ethical climate positively moderates the correlation between spiritual leadership and the autonomous motivation of employees. The greater the caring ethical climate of teams is, the stronger the positive correlation between spiritual leadership and the autonomous motivation of employees.ConclusionLeadership plays an important role in the process of employees improving their skills, acquiring the status of craftsmen, and developing craftsmanship beliefs. Therefore, it is of great significance to understand how spiritual leadership style can effectively promote craftsmanship spirit among employees for high-quality development of the manufacturing industry. This study reveals the ways that spiritual leadership influences employee craftsmanship spirit from a new perspective and confirms the mediating effect of autonomous motivation as well as the moderating effect of caring ethical climate. The research conclusions can provide practical solutions for cultivating employee craftsmanship spirit.

Team Leaders as Cognition Orchestrators - Improving Creativity by Reducing Cognitive Biases

This paper articulates an idea of team leaders as cognition orchestrators – those who orchestrate and facilitate multicultural teams’ interactions during the creative process – as a novel approach to understanding how multicultural team leaders leverage teams’ diverse cognition-based resources to enhance creative performance. I theorize that team leaders can create and maintain a team climate – a social fabric facilitating effective knowledge generation – to foster the creative performance of culturally diverse teams through mitigating members’ cognitive biases. I identify seven types of cognitive biases relevant to team creativity, namely projection bias, egocentric empathy gap, focusing illusion, confirmation bias, endowment effect, and authority bias (or the rule “respect and obey others”). This paper further puts forward a set of propositions to address these biases towards improving team creative performance. Through this paper, while responding to the call for more research on the positive side of cultural diversity, I shed more light on leaders as agents of changes in team processes through mitigating cognition biases. Crossing the management discipline, this work is also the first attempt to introduce a design-driven approach (using a non-human actor for interaction and communication) towards resolving the intercultural encounters in multicultural teams.

How Does Perceived Negative Workplace Gossip Influence Employee Knowledge Sharing Behavior

Based on social information processing theory, this study explored the impact of perceived negative workplace gossip on employees’ knowledge sharing behavior. It further examined the mediating role of work engagement and the moderating role of caring ethical climate in the process. Data from 295 employees from 10 hotels indicated that: (1) employees’ perceived negative workplace gossip negatively affected their knowledge sharing behavior; (2) work engagement mediated the relationship between perceived negative workplace gossip and knowledge sharing behavior; (3) caring ethical climate moderated the direct influence of perceived negative workplace gossip on work engagement as well as the process of perceived negative workplace gossip influencing knowledge sharing behavior through work engagement. This study expanded the understanding about the effects and influencing mechanisms of negative gossip in the workplace. It also has practical implications for organizations and managers to better deal with negative gossip in the workplace, to foster a good team climate, and to promote knowledge sharing among employees.

Is conflict useful after all? A scenario experiment on the antecedents and consequences of task and relationship conflict in military settings

PurposeUsing a within-subject vignette experiment, this study aims to disentangle the differential effect of task and relationship conflict on team effectiveness and interpersonal outcomes. In addition, the authors aimed to test the moderating role of the conflict inducing person’s gender on task and relationship conflict outcomes.Design/methodology/approachData were collected using four vignettes administered to 151 participants from an Air Force military organization.FindingsRelationship conflict was more damaging than task conflict for team effectiveness, the harmonious interpersonal relations and the expected positive affective team climate. Task conflict triggers more positive emotions than relationship conflict and, in consequence, team effectiveness is higher in scenarios with the task rather than relationship conflict. The groups in which conflict is induced by a woman are not expected to perform better than groups in which the conflict is induced by a man. The similarity between participant’s gender and the gender of the person that generated the conflict accentuates rather than attenuates the effectiveness decline associated with relationship conflict. Task conflict triggers cooperative, while relationship conflict triggers assertive conflict management strategies.Research limitations/implicationsThis study provided only a snapshot on how task and relationship conflict are perceived to relate to the various team and individual-level outcomes, particularly in military settings.Originality/valueThe findings evidence the differential effect of task and relationship conflict not only on team effectiveness but also on attitudinal and emotional team and individual-level outcomes.

Psychosocial work environment as a dynamic network: a multi-wave cohort study

While characteristics of psychosocial work environment have traditionally been studied separately, we propose an alternative approach that treats psychosocial factors as interacting elements in networks where they all potentially affect each other. In this network analysis, we used data from a prospective occupational cohort including 10,892 participants (85% women; mean age 47 years) and repeated measurements of seven psychosocial work characteristics (job demands, job control, job uncertainty, team climate, effort-reward imbalance, procedural justice and interactional justice) assessed in 2000, 2004, 2008 and 2012. Results from multilevel longitudinal vector autoregressive models indicated that job demands as well as interactional and procedural justice were most broadly associated with the subsequent perceptions of the work-related psychosocial factors (high out-Strength), suggesting these factors might be potentially efficient targets of workplace interventions. The results also suggest that modifying almost any of the studied psychosocial factors might be relevant to subsequent perceptions of effort-reward imbalance and interactional justice at the workplace.

How to Induce an Error Management Climate: Experimental Evidence from Newly Formed Teams

An organizational climate of error management is associated with favorable organizational outcomes, including firm success, innovation, and safety. But how can an error management climate be induced? The present research used newly formed teams in a controlled setting as a model and tested the effect of two brief interventions on team climate and performance. In three-person teams, 180 participants worked on two team tasks that required communication and coordination, under 1 of 3 experimental conditions. Two of these were designed to induce an error management climate either indirectly, via the communication of social norms, or more directly, via explicit encouragement of experimentation and learning from errors. The third condition served as an error avoidant comparison group. In line with predictions, the climate induction increased processes of error management climate as perceived by teams, which in turn positively affected objectively measured team performance (mediation effect). These results strongly suggest that team error management climate can indeed affect performance and is not merely a correlate of unknown third variables that were unmeasured in previous correlational research. From a practical perspective, this research provides guidance on how principles of social influence may be leveraged to induce an error management climate.

Primary care practice characteristics associated with team functioning in primary care settings in Canada: A practice-based cross-sectional survey

ABSTRACT Team-based care is recognized as a foundational building block of high-performing primary care. The purpose of this study was to identify primary care practice characteristics associated with team functioning and examine whether there is relationship between team composition or size and team functioning. We sought to answer the following research questions: (1) are primary care practice characteristics associated with team functioning; and (2) does team composition or size influence team functioning. This cross-sectional correlational study was conducted in Fraser East, British Columbia, Eastern Ontario Health Unit, Ontario and Central Zone, Nova Scotia in Canada. Data were collected from primary care practices using an organization survey and the Team Climate Inventory (TCI) as a measure team functioning. The independent variables of interest were: physicians’ payment model, internal clinic meetings to discuss clinical issues, care coordination through informal and ad hoc exchange, care coordination through electronic medical records and sharing clinic mission, values and objectives among health professionals. Potentially confounding variables were as follows: team size, composition, and practice panel size. A total of 63 practices were included in these analyses. The overall mean score of team climate was 73 (SD: 10.75) out of 100. Regression analyses showed that care coordination through human interaction and sharing the practice’s mission, values, and objectives among health professionals were positively associated with higher functioning teams. Care coordination through electronic medical records and larger team size were negatively associated with team climate. This study provides baseline data on what practice characteristics are associated with highly functioning teams in Canada.

Features of the work of managers of outpatient and inpatient healthcare organizations in the Gomel region in the context of the third wave of the COVID-19 pandemic

Objective. To study the opinion of the managers of healthcare organizations (HOs) of the Gomel region on the specifics of the functioning of outpatient and inpatient HOs in the region in the context of the third wave of COVID-19 spread, the impact of the current situation on the delivery of health care to the population.Materials and methods. A survey of 96 managers of outpatient and inpatient HOs was conducted, the features of the work in the context of an increased COVID-19 incidence rate and associated difficulties were identified.Results. The vast majority of the surveyed managers of outpatient HOs (77.3%) are convinced that the professional qualifications of medical personnel in their institutions fully meet the requirements for the work with COVID-19 patients, while this belief is shared by less than half (46.7%) of the managers of inpatient ones. However, with such a high assessment of the staffing, the managers of outpatient HOs are experiencing a real shortage of personnel: only 10.6% of them responded that they had not experienced difficulties with staffing during their work in the conditions of the COVID-19 pandemic, and 56.7% of the managers of inpatient HOs responded the same. This is probably why outpatient health care tier managers one and a half times more often noted a significant increase in the duration and intensity of the work of medical personnel during the pandemic than their colleagues from inpatient institutions (62.1 and 40%, respectively). But the opinion about the moral and psychological climate in teams practically coincides in both groups of the managers: deterioration in outpatient HOs was noted in 47% of cases, stability in inpatient ones - in 53.3% of cases. Also, in both the groups, the managers of HOs were satisfied with the normative documentation regulating the delivery of health care in the conditions of the COVID-19 pandemic (managers of outpatient HOs - 7.63 ± 1.35 points, managers of outpatient ones - 7.18 ± 1.92 out of maximum 10 points).Conclusion. The fight against the coronavirus has become a serious test for the healthcare system of the Republic of Belarus. The performed survey has revealed problematic issues that arose in the course of the professional activities of the managers of inpatient and outpatient HOs. According to the respondents, during the COVID-19 pandemic, there was a significant increase in the duration and intensity of work. There were also difficulties related to carrying out the diagnostics, shortcomings in the interaction of medical personnel, etc.