The effects of hospital executives' personality traits on their perceptions and trust

Article Abstract:

Managers with dominant personalities may devalue the skills of their employees and often do not trust them as much as leaders with nurturing personalities. Senior hospital managers from several types of facilities were surveyed about their attitudes towards workers. Those whose personalities centered around exhibition, endurance, achievement and dominance were less likely to perceive differences in skills of different workers and more likely to question the motivation of subordinates. This study indicates the need for more research.

Human resource management, Influence, Personality, Personality (Psychology)

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Hospital middle managers' perceptions of their work and competence

Article Abstract:

Middle managers in acute care hospitals rated skills needed for their own jobs as more important than skills unrelated to their roles, but also rated their own performance of roles and skills lower than the importance of the work. Managers who have higher education were more likely to rate their competence higher, while managers who worked a clinical position before moving into management were less likely to give themselves high ratings. The study used survey results from 200 New England hospital managers.

Psychological aspects, Education, Employee performance appraisals, Performance appraisals

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Views of implementation approaches by top managers in health service organizations

Article Abstract:

Hospital administrators' views of how to best accomplish change in controlled and participative work environments differ from the views in existing literature. Over 160 hospital administrators responded to eight scenarios about implementation approaches for change. In a participative culture the accommodation approach was expected to be most effective, while managers thought the bargaining and incentive approaches would get the best results in controlled work environments.

Management, Hospitals

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