Toward a universalistic behavioural model of perceived managerial and leadership effectiveness for the health services sector

• Published in: Health services management research Vol. 36; no. 2; p. 89
• Main Authors: Hamlin, Robert G, Ruiz, Carlos E, Jones, Jenni, Patel, Taran
• Format: Journal Article
• Language: English
• Published: England 01-05-2023
• Subjects: Delivery of Health Care; Health Personnel; Health Services; Humans; Leadership; Qualitative Research; universalistic behavioural model; comparative analysis; cross-case/cross-nation; managerial and leadership effectiveness; perceptions; health services sector
• ISSN: 1758-1044
• DOI: 10.1177/09514848211065462

Much management and leadership development provision for healthcare professionals has been the subject of considerable criticism, and there have been numerous calls for training programmes explicitly focused on the specific managerial (manager/leader) behaviours healthcare managers, physician leaders and nurse managers need to exhibit to be perceived effective. The aim of our multiple cross-case/cross-nation comparative study has been to: i) identify similarities and differences between the findings of published qualitative critical incident studies of effective and ineffective managerial behaviour observed within British, Egyptian, Mexican and Romanian public hospitals, respectively, and ii) if possible, deduce from the identified commonalities a healthcare-related behavioural model of perceived managerial and leadership effectiveness. Adopting a philosophical stance informed by pragmatism, epistemological instrumentalism and abduction, we used realist qualitative analytic methods to code and classify into a maximum number of discrete behavioural categories empirical source data obtained from five previous studies. We found high degrees of empirical generalization which resulted in the identification of five positive (
) and four negative (
) behavioural dimensions (BDs) derived, respectively, from 14 positive and 9 negative deduced behavioural categories (BCs). These BDs and underpinning BCs are expressed in the form of an emergent two-factor universalistic behavioural model of perceived managerial and leadership effectiveness. We suggest the model could be used to critically evaluate the relevance and appropriateness of existing training provision for physician leaders, nurse managers and other healthcare managers/leaders in public hospitals or to design new explicit training programmes informed and shaped by healthcare-specific management research, as called for in the literature.