Abstract
Recent research highlights the importance of involving hybrid professionals, such as clinical directors, in top management decision-making within healthcare settings. This article reviews a study that examined how participation in managerial training programs can enhance this involvement. Utilizing survey data from over 3000 clinical directors across five regional healthcare systems in Italy, the study used structural equation modeling to assess the mediational effects of performance information knowledge and use. The findings suggest that such training is a viable approach to support professionals in managerial roles, providing strategic influence in decision-making processes.
Introduction
In the complex environment of healthcare management, the involvement of professionals who hold both clinical and managerial roles – commonly referred to as hybrid professionals – is critical for effective decision-making and policy implementation. This multifaceted study led by Giorgio G. Giacomelli and colleagues at the Scuola Superiore Sant’Anna in Pisa, Italy, contributes to our understanding of how managerial training can be pivotal for enhancing the roles of these hybrid professionals in the decision-making echelons of healthcare institutions.
Keywords
1. Hybrid Professionals Training
2. Clinical Directors Management
3. Performance Information Use
4. Healthcare Decision-Making
5. Managerial Competencies Development
The Rise of the Hybrid Professional
The hybrid professional, often exhibited in the form of clinical directors in healthcare, has risen as a response to the increasingly intertwined nature of clinical and administrative responsibilities. The dynamic healthcare environment requires not only medical expertise but also skillful management to navigate the operational complexities of health systems.
The Study Overview
Building upon prior literature that has traditionally focused on either the professional or managerial facets individually, this study, as published in “Health Services Management Research” (DOI: 10.1177/0951484819844778), ventures into the relatively unexplored territory of the hybrid professional’s role in top management’s decision-making process. The key findings, derived from a robust data set of over 3000 clinical directors and operationalized through advanced statistical analysis, provide compelling evidence supporting the value of managerial training.
Methodology
The researchers employed a three-path mediation analysis with structural equation modeling to untangle the relationships between participation in managerial training programs, knowledge and use of performance information, and the degree of clinician involvement by top management.
Results and Significance
The study uncovered that knowledge and use of performance information function as mediators in the relationship between clinical directors’ participation in managerial training programs and their involvement in decision-making. These results remained consistent even when adjusted for potential selection bias through propensity score matching, underscoring the role training plays in equipping clinical directors with the necessary managerial acumen.
Further Implications
By establishing a clearer pathway for a hybrid professional’s progression into influential roles, the study has broader ramifications for the design of training programs and the strategic allocation of resources within healthcare institutions. Furthermore, it illuminates the significance of managerial competencies that extend beyond the realm of everyday clinical expertise.
Relevance to Healthcare Management Research
This research stands on the shoulders of giants, building on seminal works that have explored various facets of managerial training, performance management, and professional competence. It extends the conversation into new territory by empirically testing the interplay of these dimensions in a healthcare context.
References
1. Giacomelli, G. G., Ferré, F., Furlan, M., & Nuti, S. (2019). Involving hybrid professionals in top management decision-making: How managerial training can make the difference. Health Services Management Research, 32(4), 168-179. DOI: 10.1177/0951484819844778
2. Noordegraaf, M. (2015). Hybrid professionalism and beyond: (New) forms of public professionalism in changing organizational and societal contexts. Journal of Professions and Organization, 2, 187-206.
3. Kroll, A., & Moynihan, D. P. (2015). Does training matter? Evidence from performance management reforms. Public Administration Review, 75, 411-420.
4. Mcgivern, G., Currie, G., Ferlie, E., Fitzgerald, L., & Waring, J. (2015). Hybrid manager-professionals’ identity work: the maintenance and hybridization of medical professionalism in managerial contexts. Public Administration, 93, 412-432.
5. Lega, F. (2017). Doctors-managers: is still worthy? Health Services Management Research, 30, 139-142.
Conclusion
The study by Giacomelli and colleagues presents compelling evidence that managerial training is not just a pursuit of individual capability enhancement, but rather a strategic imperative for healthcare organizations. As the healthcare landscape continues to evolve, the development of hybrid professionals through targeted managerial training programs is likely to become a cornerstone of high-performance healthcare systems.
In conclusion, this pivotal research provides a lucid argument: investing in managerial training programs is not merely a boost for the individual hybrid professional but is a lever for institutional performance. It reiterates the necessity for healthcare systems to integrate continual professional development, aligning managerial skills with the exigencies of modern healthcare management and policy execution. The implications of these findings extend to global healthcare systems and warrant the attention of policymakers and healthcare leaders alike.
As healthcare organizations grapple with the imperatives of care, health, and cost, the role of the hybrid professional stands out as a crucial element in the equation. By developing the managerial competencies of these pivotal individuals, healthcare systems can better navigate the challenges of modern healthcare delivery, advancing towards the ultimate goal of improved patient outcomes and institutional efficacy.