دوره 1، شماره 3 - ( 6-1404 )
جلد 1 شماره 3 صفحات 23-13 |
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Ethics code: IR.MEDILAM.REC.1403.020
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Gharaee H, Momeni K, haghi B, Sadeghifar J, radhidi A. Evaluation and Prioritization of Management and Leadership Competencies in Managers and Directors of Hospitals in Macro-Region 3 of Iran. Journal of Health Sciences Perspective 2025; 1 (3) :13-23
URL: http://jhsp.medilam.ac.ir/article-1-42-fa.html
URL: http://jhsp.medilam.ac.ir/article-1-42-fa.html
Evaluation and Prioritization of Management and Leadership Competencies in Managers and Directors of Hospitals in Macro-Region 3 of Iran. Journal of Health Sciences Perspective. 1404; 1 (3) :13-23
چکیده: (22 مشاهده)
Introduction: Leadership or managerial competencies refer to a set of skills, characteristics, and individual behaviors of leaders and senior executives in an organization. Given the importance of accurately identifying and determining the various dimensions of competencies in hospital directors and managers, the present study was conducted to evaluate and prioritize leadership and managerial competencies among directors and managers of hospitals in Macroregion 3 of the Iranian healthcare system.
Materials & Methods: This descriptive-analytical study was conducted across 60 hospitals in Iran's Health Macroregion 3. The research involved two phases: First, hospital directors' leadership and managerial competencies( leadership, relationship and communication management, social and professional responsibility, understanding the healthcare environment and services, and general business skills) were assessed using a standardized self-evaluation questionnaire. Second, based on the initial findings, training priorities were established according to identified competency gaps. Of the 180 selected participants, 140 completed the questionnaires. Data analysis was performed using SPSS software.
Results: General medicine had the highest frequency among the specialized fields of hospital directors in the study. Among the managerial competencies, the participating health administrators rated their highest abilities in "leadership competency" and "social and professional responsibility," while giving the lowest scores to their "business knowledge and skills."
According to the hospital directors and managers surveyed, in the field of leadership competencies, "relevance" had a higher average score compared to "capability level," with a significant difference between them. Based on the opinions of the health directors and managers, the highest learning priority was given to "leadership competency" development.
Conclusion: Given the structural and systemic challenges, including the lack of a managerial evaluation framework, deficiencies in training content related to managerial competencies, and professional barriers in healthcare management, the proper selection and appointment of health managers requires structural reforms and long-term needs-based training programs.
Materials & Methods: This descriptive-analytical study was conducted across 60 hospitals in Iran's Health Macroregion 3. The research involved two phases: First, hospital directors' leadership and managerial competencies( leadership, relationship and communication management, social and professional responsibility, understanding the healthcare environment and services, and general business skills) were assessed using a standardized self-evaluation questionnaire. Second, based on the initial findings, training priorities were established according to identified competency gaps. Of the 180 selected participants, 140 completed the questionnaires. Data analysis was performed using SPSS software.
Results: General medicine had the highest frequency among the specialized fields of hospital directors in the study. Among the managerial competencies, the participating health administrators rated their highest abilities in "leadership competency" and "social and professional responsibility," while giving the lowest scores to their "business knowledge and skills."
According to the hospital directors and managers surveyed, in the field of leadership competencies, "relevance" had a higher average score compared to "capability level," with a significant difference between them. Based on the opinions of the health directors and managers, the highest learning priority was given to "leadership competency" development.
Conclusion: Given the structural and systemic challenges, including the lack of a managerial evaluation framework, deficiencies in training content related to managerial competencies, and professional barriers in healthcare management, the proper selection and appointment of health managers requires structural reforms and long-term needs-based training programs.
نوع مطالعه: پژوهشي |
موضوع مقاله:
Health care management
دریافت: 1404/1/13 | پذیرش: 1404/3/21 | انتشار: 1404/4/6
دریافت: 1404/1/13 | پذیرش: 1404/3/21 | انتشار: 1404/4/6
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