First-time Managers Research Articles

Dual Role of Clinician Managers in Healthcare - Challenges and Opportunities

Background: Clinician managers can play a crucial role in healthcare organizations, including hospitals, by combining their clinical expertise with managerial responsibilities. They bring valuable insights and firsthand experience of patient care to managerial positions, contributing to improved patient outcomes and hospital performance. However, they face unique challenges that require careful attention and solutions. Aim: This review aims to critically discuss the role of clinicians as managers, the challenges that they face, and how they exercise their influence in hospital settings. Key findings: The role of clinicians as managers is critical for effective leadership and delivery of high-quality patient care. Described as a two-way window, clinician managers bridge the gap between medicine and management by combining clinical expertise with managerial skills in a hybrid leadership approach. Studies have shown a positive impact on hospital performance, including enhanced quality care, improved patient outcomes, and potentially better financial performance. In addition, they play a vital role in fostering interdisciplinary collaboration and boosting staff engagement. However, challenges such as identity conflicts, and limited formal training, are present, especially for first-time managers. Conclusion: Adapting to the dual role of clinician and manager demands a mindset shift and the development of new skills, necessitating strategic support. This includes leadership education, organizational support, mentoring, and collaborative models to empower clinician managers. Targeted training programs, formal mentoring, and peer support networks equip them with essential skills, while workload management, well-being initiatives, and a culture of balance foster success and growth.

Primary Health Care Management Effectiveness as a Driver of Family Planning Service Readiness: A Cross-Sectional Analysis in Central Mozambique.

The effectiveness of facility-level management is an important determinant of primary health care (PHC) reach and quality; however, the nature of the relationship between facility-level management and health system effectiveness lacks sufficient empirical grounding. We describe the association between management effectiveness and facility readiness to provide family planning services in central Mozambique. We linked data from the Ministry of Health's 2018 Service Availability and Readiness Assessment and a second 2018 health facility survey that included the World Bank's Service Delivery Indicators management module. Our analysis focused on 68 public sector PHC facilities in Manica, Sofala, Tete, and Zambézia provinces in which the 2 surveys overlapped. We used logistic quantile regression to model associations between management strength and family planning service readiness. Of the 68 facility managers, 47 (69.1%) were first-time managers and (18) 26.5% had received formal management training. Managers indicated that 63.6% of their time was spent on management responsibilities, 63.2% of their employees had received a performance review in the year preceding the survey, and 12.5% of employee incentives were linked to performance evaluations. Adjusting for facility type and distance to the provincial capital, facility management effectiveness, and urban location were significantly associated with higher levels of readiness for family planning service delivery. We found that a higher degree of management effectiveness is independently associated with an increased likelihood of improved family planning service readiness. Furthermore, we describe barriers to effective PHC service management, including managers lacking formal training and spending a significant amount of time on nonmanagerial duties. Strengthening management capacity and reinforcing management practices at the PHC level are needed to improve health system readiness and outputs, which is essential for achieving global Sustainable Development Goals and universal health coverage targets.

Social and psychological adaptation features of newly appointed managers

In the professional environment, socio-psychological adaptation to work occurs among workers, ordinary specialists and managers. The adaptation process is the most difficult for employees appointed to a managerial position for the first time. This is because they need not only to adapt to a new job, but also to choose a suitable management strategy, as well as to meet the expectations of subordinates and match their level. They should have such managerial skills to set correctly tasks taking into account the professional level of subordinates and their socio-psychological characteristics. The authors of the article consider the main problems faced by first-time managers during the socio-psychological adaptation to professional activity. The study presents the most effective mechanisms and tools that will make the adaptation of such employees as successful as possible.

Not all first-time managers are equal:Heterogeneity in the transition and challenges of new managers

Building a pipeline of future leaders is a vital strategic task for organizations. However, managerial transitions are plagued by failure. To help organizations nurture future leaders, we need to understand: How can organizations support the processes of transitioning to first-time management roles? We answer calls in the leadership development literature to develop our understanding of on-the-job learning processes in order to customize ways to effectively develop leadership in organizations (e.g. McCall, 2004; Hill, 2004). In this study, we rely on in depth interviews and secondary data from social networks to study the processes of becoming a manager. We develop a process model of the transition to first-time managership with testable propositions. We find that the transition to first-time managers departs from different starting points, characterized mainly by their knowledge of team members and work content (i.e. Networker, Insider, Generalist, and Expert). Based on the starting points, we find evidence of four different transition learning processes, each of which encounter different developmental contexts characterized by different challenging situations. Our findings are summarized into theoretical propositions that should serve as a basis for further research. We derive practical implications for new managers’ successful transitions, and how companies and management education can support them.

Leadership mindsets: Why new managers fail and what to do about it

It is not a secret that many leadership development programs are not producing intended results, and the majority of first-time managers are ineffective. Even though organizations prioritize leadership development, most companies recognize that their programs need improvement in selecting and developing first-time managers. Perhaps it is time to reconsider the assumptions that these programs are based on. First, while organizations tend to promote high-performing individual contributors, the mindsets of an effective individual contributor do not translate to effective leadership mindsets. Second, leadership development programs generally assume that new managers can change behavior by focusing on skill development. These programs fail to identify, name, and address the underlying mindsets that influence individual action. In this article, I highlight research on leadership and leadership mindsets that can replace the flawed assumptions of underperforming leadership selection and training programs. Building on leadership mindset research, I make recommendations to help organizations better select and train new managers.

Loop Drainage Is Noninferior to Traditional Incision and Drainage of Cutaneous Abscesses in the Emergency Department.

There is limited research on loop drainage (LD) compared to incision and drainage (I&D) for treatment of cutaneous abscesses. We investigated whether LD was noninferior to I&D for abscess resolution and whether there was any difference in repeat ED visits or complication rates between these techniques. We performed a prospective randomized controlled trial, using a convenience sample at an urban academic emergency department (ED). Subjects over 18years who presented for first-time management of an abscess were eligible. Patients requiring specialist drainage or hospital admission or had previous treatment for the abscess were excluded. Enrolled subjects were seen 2weeks after treatment for blinded reevaluation of abscess resolution, and the electronic medical record was reviewed for return ED visits/abscess complications. Of 2,889 patients screened, 238 subjects consented and were randomized to LD or I&D. Abscess resolution was achieved in 53/65 (81.5%) of patients in the I&D arm, compared to 66/75 (88%) in the LD arm. Fewer patients in the LD group compared to the I&D group returned to the ED for abscess-related management during the following 14days (37.3% vs 67.1%, p=0.002). Among returning subjects, there was a significant difference in mean visits per subject between LD and I&D groups (0.5 vs. 1.2, p=0.001). There were fewer complications among LD than I&D subjects (9.3% vs. 24.6%, p=0.01). Our study provides evidence that LD is noninferior to I&D in achieving complete abscess resolution at 14days and is associated with fewer return ED visits and fewer complications. This makes it an attractive alternative treatment option for abscesses.

Learning to become manager: The identity work of first-time managers

Taking a managerial position involves not only taking on managerial tasks and responsibilities but also developing an identity as manager. Recent work on manager learning thus proposes that identity work is a significant part of learning to become manager. This work has, however, rarely focused on first-time managers and, despite the emphasis on process, has rarely examined identity work over time. Against this background, we present a longitudinal study of six newly appointed managers. Adopting a Ricoeurian perspective, we construct “small stories” to explore how they made sense of themselves and how to relate to others in light of new experiences in their everyday lives as nascent managers. The study provides insight into the process through which they were learning to become managers. Specifically, it highlights how the manager’s identity work oscillated over time by pointing to the ongoing dialectic between continuity and change, progress and stand-still, knowing and not-knowing, and excitement and despair.

Risk Factors Associated with the Occurrence of Porcine Cysticercosis in Kiambu, Kenya

Porcine cysticercosis is parasitic diseases of pigs caused by the larval stages of Taenia solium (pork tapeworm) and appears as cysts in the muscles, organs and central nervous system. Pigs acquire the infection by ingestion of contaminated feed and water with taenia eggs shed in faeces by infected humans. This condition leads to economic loss as infected carcasses are condemned at slaughter. Humans acquire the infection by consumption of infected and undercooked pig meat where the adult worm resides in the small intestines of infected humans (Taeniasis) and the larval stages are found in the muscles, brain and other tissues in humans with neurocysticercosis being of major public health concern. A study to evaluate the risk factors in pig production management systems that would contribute to the occurrence of porcine cysticercosis was carried out in four study sites in 2016. A total of 81 pig farms were visited, structured questionnaires were administered to the pig farmers to collect data on socio- demographic, water and sanitation, pig husbandry practices and awareness on porcine cysticercosis from one member of each household. Observations were made on the management systems especially feeding and housing of the pigs. In an earlier study, the prevalence of porcine cysticercosis had been estimated by lingual examination. Logic regression analysis was done to determine the relationships between porcine cysticercosis and management practices level. The pig stock sizes were ranging from 1 pig to 78 pigs and with an average of 11.12. Majority (97.5%) of pig farmers in the study area practiced zero grazing system. In order of preference, the farmers reported to feed their pigs on manufactured commercial feeds, home mixed feeds, swill from hotel and garbage, household left over, and fodder from garden. The main source of water for watering livestock was tapped water within the compound which was reported by 71.6% of the respondents. Other sources were wells and borehole reported by 27.2% and 1.2% of the respondents respectively. On animal health practices, 88.9% of the pig keepers de-wormed their pigs while 97.5% sought veterinary services. There were 69.1% of the respondents who reported that they usually buy replacement pigs. All the respondents kept pigs for commercial purposes. Porcine cysticercosis was significantly associated with sources of household income (p=0.033, the practices of feeding pig on home mixed feeds (p=0.006), neighbors' leftovers (p=0.001), and swill (P=0.001) and also frequency of de-worming pigs (p=0.027). The main risk factor for porcine cysticercosis was the feeding of uncooked swill (odd ratio=7.97). This study is significant in that it has documented for the first-time management risk factor associated with cysticercosis in the study area. The results of this study may be used to advice on improved pig husbandry practices and to design strategies for the control of Taenia solium taeniasis and cysticercosis in the study area.

Practical tips for first-time managers

In this column, the authors provide practical advice for new librarians who find themselves in management positions for the first time in their career history

First-time managers: increasing chances of their success before the promotion

PurposeThe purpose of this paper is to discuss what could be done before the promotion to management to help first-time managers succeed in their new roles.Design/methodology/approachThe paper reviews literature from scholarly and professional journals and magazines and uses the author’s professional experience as a training and development consultant.FindingsThe paper argues that organizations should offer support to first-time managers before they get promoted. This period could be called a preparation period. The paper suggests to differentiate between the preparation and transition periods because each has different goals. On the basis of the goals of the preparation period, the paper suggest activities that could be used by organizations.Originality/valueConversations about support of first-time managers to ease their transition to management usually evolve around either the ways newly promoted managers could help themselves by developing certain skills, knowledge base, and attitudes or the ways in which organizations could implement certain training and development activities after employees are promoted to managerial positions. Very little has been said about “the before” or the preparation period.

Struggles of First-Time Managers: A Case about Interpersonal Communication Skills

Struggles of First-Time Managers: A Case about Interpersonal Communication Skills

How to support and develop first-time managers?

Purpose – The purpose of this paper is to explore the challenges faced by first-time managers on their promotion and present suggestions for aiding successful transition. Design/methodology/approach – The paper is based on 15 years’ experience of working with first-time managers and their employers’ organizations, designing and delivering training and development programs in a corporate environment, as well as informal study of research by academic and practising professionals in the management development field. Findings – Newly promoted managers can face daunting challenges when they take on responsibility for managing others, which can adversely affect their own and others’ performance and engagement. Practical implications – The paper provides practical suggestions for supporting first-time managers’ transition to their new role. Originality/value – This paper is of value to HR and learning and development professionals, as well as senior managers who seek practical ways to enhance the development of their first-time managers.

Pulmonary Valve Preservation Strategies for Tetralogy of Fallot Repair

was affirmed in a significant number of patients who tolerated the persistent effects of right ventricular volume overload for many years. In a significant number of postoperative patients, however, long-term complications of pulmonary regurgitation, residual ventricular septal defects (VSD), distal pulmonary artery stenosis, right ventricular dysfunction, atrial or ventricular arrhythmias, and exercise intolerance 2-5 required further operative intervention to address the residual defects, perform concomitant arrhythmia surgery, and pulmonary valve insertion.

Development Review Integrative Literature Review: Increasing Retention and Success of First-Time Managers: A Model of Three Integral Processes for the Transition to Management

Making the transition to management is one of the most difficult challenges first-time managers face. Organizations pay for the failure of first-time managers and benefit from their success. The purpose of this article is to challenge Hill’s (1992) argument that the transition to management involves two processes: “a process of learning from experience” and “a transformation of professional identity” (p. 121) and suggest a third process—building leadership potential. We also contend that transformative learning (Mezirow, 1991) is central to all three processes.

Transformative learning in managerial role transitions

The purpose of this study is to investigate the nature of learning in work role transitions from specialist roles to managerial roles in a context of a large international technology organisation. Prior theorisation of learning in role transitions has been based on quantitative, psychologically-oriented studies prescribing different role and personal attributes related to work adjustment. Personal experiences have received only a superficial or instrumental part in most of the preceding studies. Therefore, this study draws upon a transformative learning theory to outline an interpretative framework and focuses on in-depth, narrative analysis of a small number of role transition experiences. As a result, the study reveals how first-time project managers and team leaders wonder about their abilities and actions; compare ‘self’ with role models; and become aware of the power aspect of managerial roles. Such reflection eventually leads to a perspective transformation regarding ‘self’ and new roles. However, it also involves adaptation to the prevailing organisational norms, values, and leadership ideals. The study will add to our understanding of learning in transitions and inform those working in the human resource development or otherwise involved in the organisational transfer processes. Moreover, it reminds that perspective transformations should not be taken innocently as examples of ‘empowerment’, but critically concern why transformative learning is encouraged at work nowadays and what purposes it serves.

Problems facing first‐time managers

Human Resource ManagementVolume 21, Issue 1 p. 35-38 Article Problems facing first-time managers John A. Pearce II, John A. Pearce II John A. Pearce II is Associate Messor of Management at the University of South Carolina where he teaches, rrsearches. and consults in the field of strategic management. He is co-author of Strategic Management: Strategy Formulation and Implementation, and of Formulation and Implementation of Compettiw sbategy - (both Richard D. Irwin, 1982). and is co-editor of Classics of Business Policy(Moore, 1983). A 1978-1979 Fulbright-Hays Senior Professor of Management he is author or co-author of more than 50 journal articles and professional papers.Search for more papers by this author John A. Pearce II, John A. Pearce II John A. Pearce II is Associate Messor of Management at the University of South Carolina where he teaches, rrsearches. and consults in the field of strategic management. He is co-author of Strategic Management: Strategy Formulation and Implementation, and of Formulation and Implementation of Compettiw sbategy - (both Richard D. Irwin, 1982). and is co-editor of Classics of Business Policy(Moore, 1983). A 1978-1979 Fulbright-Hays Senior Professor of Management he is author or co-author of more than 50 journal articles and professional papers.Search for more papers by this author First published: Spring 1982 https://doi.org/10.1002/hrm.3930210108Citations: 3 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume21, Issue1Spring 1982Pages 35-38 RelatedInformation