<p>Leadership and Management Competencies for Hospital Managers: A Systematic Review and Best-Fit Framework Synthesis</p>

Abstract

Objective Competent managers are vital to the productivity and service quality of healthcare organizations and the sustainability of the healthcare system. To improve their management competence, understanding of management competency requirements is important. The purpose of this study was to synthesize the evidence related to the leadership and management competencies in healthcare organizations through the best-fit method. Methods A systematic review of literature published between 2000 and 2020 was performed to identify studies focusing on confirming and/or identifying the competency requirements of hospital managers. The best-fit framework synthesis method was used to map the identified competencies and associated behavioral items against the validated management competency assessment program (MCAP) management competency framework. Results Twelve studies were identified for inclusion in the review. The mapping of the identified competencies and behavioral items generated a competency model for hospital managers that can apply for different healthcare context. The new competency model includes the following seven core leadership and management competencies: evidence-informed decision-making, operations, administration and resource management, knowledge of healthcare environment and the organization, interpersonal, communication qualities and relationship management, leading people and organisation, enabling and managing change, and professionalism. Conclusion This review and the mapping of the competencies identified in previous studies against the validated MCAP framework has resulted in the recommendation for an extended leadership and management competency framework for health service managers. It provides guidance for the formulation of training and development directions for the health service management workforce in a different healthcare context.

Components of contributing conditions to strengthen health system management and leadership capacity building: a systematic review and decision making framework

“…A systematic review was performed to identify studies focusing on confirming and/or identifying the competency requirements of hospital managers. These competencies include evidence-informed decision-making, operations, administration and resource management, knowledge of health-care environment and the organization, interpersonal, communication qualities and relationship management, leading people and organization, enabling and managing change and professionalism (Kakemam et al, 2020). All of these competencies are consistent with our findings.…”

Why do some inter-organisational collaborations in healthcare work when others do not? A realist review

“…The potential impact of mandated collaboration and hierarchical structuring on trust Other authors in the field have situated interorganisational collaborations as a spectrum from hierarchical relations (i.e. acquisition or merger), through to market relations, in which only price mechanisms bring organisations together temporarily [94]. Our initial review of typologies of healthcare collaborations [29] identified a similar spectrum, defined by the degree of integration in terms of structure and governance, with individual buddying arrangements characterised by low integration and a full merger by high integration [94].…”

“…acquisition or merger), through to market relations, in which only price mechanisms bring organisations together temporarily [94]. Our initial review of typologies of healthcare collaborations [29] identified a similar spectrum, defined by the degree of integration in terms of structure and governance, with individual buddying arrangements characterised by low integration and a full merger by high integration [94]. Some readers may consider mergers and acquisitions to not be classified as forms of inter-organisational collaborations due to their mandated nature (from the perspective of the acquired) and intention to unify as a singular entity.…”

“…4 The shift from trust to confidence as a determinant for collaborative behavior in mandated and more integrative forms of collaboration integrative forms typically being mandated (or the result of an organisational failure) (Fig. 4) [94]. This change in driver of collaborative behaviour is due to the change in reasoning around perception of risk (and thus trust) being the determining factor for collaborative behaviour, towards contractual obligation making collaborative behaviour required.…”

Why do some inter-organisational collaborations in healthcare work when others do not? A realist review

“…acquisition or merger) through to market relations in which only price mechanisms bring organisations together temporarily (96). Our initial review of typologies of healthcare collaborations (29) identi ed a similar spectrum de ned by the degree of integration in terms of structure and governance with individual buddying arrangements characterised by low integration and a full merger by high integration (96). Some readers may consider mergers and acquisitions to not be classi ed as forms of inter-organisational collaborations due to their mandated nature (from the perspective of the acquired) and intention to unify as a singular entity.…”