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

Edris Kakemam; Zhanming Liang; Ali Janati; Morteza Arab-Zozani; Bahram Mohaghegh; Masoumeh Gholizadeh

doi:10.2147/JHL.S265825

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

J Healthc Leadersh. 2020 Jul 22:12:59-68. doi: 10.2147/JHL.S265825. eCollection 2020.

Authors

Edris Kakemam¹, Zhanming Liang², Ali Janati¹, Morteza Arab-Zozani³, Bahram Mohaghegh⁴, Masoumeh Gholizadeh¹

Affiliations

¹ Iranian Center of Excellence in Health Management (IceHM), Department of Health Services Management, School of Management and Medical Informatics, Tabriz University of Medical Sciences, Tabriz, Iran.
² School of Psychology and Public Health, La Trobe University, Melbourne, Australia.
³ Social Determinants of Health Research Center, Department of Public Health, School of Health, Birjand University of Medical Sciences, Birjand, Iran.
⁴ Department of Public Health, School of Health, Qom University of Medical Sciences, Qom, Iran.

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.

Keywords: best-fit framework; competencies; competency development; hospital managers; leadership; management; systematic review.

Publication types

Review

Grants and funding

This review was conducted as part of PhD thesis which was funded by the Tabriz University of Medical Science (IR.TBZMED.REC.1397.909). The funders had no role in study design, data collection and analysis, decision to publish, or preparation of the manuscript.