Determinants of self-perceived managerial effectiveness in the Canarian Health Service
By: by Pablo Hernandez-Marrero.
Published: 2006
Language: eng
Number of pages: 230
ISBN-13: 9780494160121
Description: Theoretical and practical implications of the findings were explored. Theoretically, this study supported and extended the development of a model of managerial effectiveness. For the practitioner, the study proposed that an understanding of the factors that influence managerial effectiveness could have dramatic practical implications for management and organizations.Health care managers are key players in achieving organizational goals. How well managers manage determines, to a large extent, how effectively personnel, work units and organizations will perform. Research asserts that managers' effective performance in the workplace results from three factors: managerial competencies, motivation and work environment. This study investigated the determinants of self-perceived managerial effectiveness in managers of the Canarian Health Service (CHS) by examining the mediating effect of psychological empowerment on the relationship between two predictors, managerial competencies and social-structural factors of the work unit environment, and the criterion of managerial effectiveness.A sample of 590 managers participated in a survey conducted in hospitals, primary care centres and central services from the CHS. Factor analysis and Cronbach alpha reliabilities were conducted on all scales revealing adequate psychometric properties. The managerial competency scale showed two factors, labelled "managing people and change" and "managing activities and results". Seven social-structural factors of the work unit environment were identified, namely "role ambiguity", "sociopolitical support", "access to information", "access to resources", "participative work unit climate", "physical structure" and "pressure from stakeholders". The psychological empowerment and the managerial effectiveness scales each yielded a single factor.A series of multiple regression analyses was conducted to test the mediational model. The "managing people and change" competency was the strongest predictor of managerial effectiveness, followed by empowerment and social-structural factors of the work unit environment. Managers' perceptions of empowerment mediated the relationship between managerial competencies and effectiveness, and between social-structural factors and effectiveness. Empowerment partially mediated the relationship between the "managing people and change" competency and effectiveness. In addition, empowerment mediated the relationship between social-structural factors and effectiveness. Specifically, empowerment only partially mediated the relationship between access to information and managerial effectiveness. It completely mediated the relationship between both sociopolitical support and participative unit climate and managerial effectiveness.
Notes: Source: Dissertation Abstracts International, Volume: 67-07, Section: B, page: 3679.

Thesis (Ph.D.)--University of Toronto, 2006.

Includes bibliographic references.

Electronic version licensed for access by U. of T. users.