Identifying and Structural Model Psychological Traits of Middle Managers in the Hospitals of the University of Medical Sciences
Subject Areas : medical documentsAlborz Moghtader Mansouri 1 , Gholamreza Rahimi 2 , Nader bohluli 3 , Farhad Nezhad Irani 4
1 - PhD student of administration Management, Department of Government Management, Bonab Branch, Islamic Azad University, Bonab, Iran
2 - Assistant Professor Department of administration Management, Bonab Branch, Islamic Azad University, Bonab, Iran
3 - Assistant Professor, Department of Government Management, Bonab Branch, Islamic Azad University, Bonab, Iran
4 - Assistant Professor Department of administration Management, Bonab Branch, Islamic Azad University, Bonab, Iran
Keywords: University of Medical Sciences, Middle managers, Psychological traits,
Abstract :
Introduction: The psychological characteristics of managers as an important issue in the success of organizations and considered as the main element in empowering the human resources of the organization as well as increasing their productivity. Positive psychological characteristics of managers can lead to mental feeling of employees and they Self-esteem and the higher the level of mental health of managers is, it can create good features for management in managers. Methods: The current research aimed to identify psychological traits of Middle managers in Hospitals of the University of Medical Sciences in the city of Urmia Which has been studied by the combined method (quantitative - qualitative). In the qualitative section, postmodern paradigm, phenomenological strategy, and latent content analysis technique by semi structured (in-depth) interview (to the theoretical saturation level) with 13 cases of Middle managers. In the quantitative section, using the structural equation modeling by partial least squares method, the reliability and validity of the obtained tool was confirmed. The interviews were analyzed through open coding and axial coding using MAX QDA12 and the Smart Pls2software has been used to confirm the tool. Results: The psychological characteristics of the middle managers in the community were identified in the four dimensions of Self- Reliance, Self-Efficiency, Building Trust, and Legal Attitude , and a structural model based on these components was presented and the reliability and fit of the newly developed model were measured, so that the average of collective sustainability for all categories (AVE = 0.87), and the combined reliability (CR = 0.86) and equation fitting (Gof = 0.452) were obtained that the model had a relatively strong fit and can be generalized to the entire statistical society. Conclusion: Managers can, by identifying and properly using their psychological characteristics, can rely on themselves and enhance and enhance the sense of doing business, increase motivation and commitment in the staff, as well as increase productivity and success and increase the performance of employees, which leads to The success and survival of its organization.
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2- Lee J, Taylor Ms. Dual roles in psychological contracts: When managers take both agent and principal roles. Human Resource Management Review, 2014; 24(1): 95-107.
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4- Dust S & Resick Gh & et al. Ethical lwadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion.Journal of the leadership quarterly, 2018; 34: 10-16.
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14- Krausert A. HR differentiation between professional and managerial employees: Broadening and integrating theoretical perspectives. Human Resource Management Review, 2017; 27(3): 442-457.
15- Yan M, Peng K & Francesco A. The differential effects of job design on knowledge workers and manual workers: A quasi-experimental field study in China. Human Resource Management, 2011; 50: 407– 424.
16- Alan R & Sashkin W. Can organizational empowerment work in multinational settings? Acad Manage Exec, 2002; 16(1): 102-16.
17- Spreitzer G. Social structural characteristics of psychological empowerment.Acad Manage Journal, 1996; 39(2): 483–505.
18- Thomas K & Velthouse B. Cognitive elements of empowerment: an “interpretive” model of intrinsic task motivation. Acad Manage Rev, 1990; 15(4): 81-666.
19- Palmer C, Niemand T, Stöckmann C, Kraus S & Kailer N. The interplay of entrepreneurial orientation and psychological traits in explaining firm performance. Journal of Business Research, 2019; 94: 183-194.
20- Newman A, Donohue R, Eva N. Psychological safety: A systematic review of the literature. Human Resource Management Review, 2017; 27(3): 521-535.
21- Mac Namara A, Collins D. The role of psychological characteristics in managing the transition to university. Psychology of Sport and Exercise, 2010; 11(5): 353-362.
22- Shalender K & Yadav RK. Strategic Flexibility, Manager Personality, and Firm Performance: The Case of Indian Automobile Industry. Global Journal of Flexible Systems Management, 2019; 20(1): 77-90.
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26- Rahimi F, Mohammadi J & Pour Zare H. The Impact of HRM Commitment-Oriented Commitments on Human Resources Flexibility and Competitive Advantage. Management Studies (Improvement of Transformation), 2016; 25(82): 99-122. ]In Persian[.
27- Davari A & Rezazadeh A. Modeling Structural Equations with Pls Software, Tehran, Jahad University Press; 2013.]In Persian [.
28- Hashemi N, Vafajoo A, Karani Z. Relationship between Psychological Characteristics of Commanders and Managers of Amin University of Medical Sciences with Management Styles. Police Management Research journal, 2016; 11(2): 292-306.
29- Narimani A, Vaezi R. Identification of Facilitating Facets of Commercialization Knowledge Management. Public Administration Quarterly, 2017; 9(2): 235-262.
30- Willcoxson L, Chatham R. Testing the accuracy of the IT stereotype: Profiling IT managers’ personality and behavioural characteristics. Information & Management, 2018; 43(6): 697 – 705.
_||_1- Ergeneli A & Saglam Ari G & Metin S. Psychological empowerment and its realationship to trust in immediate managers.Journal of Business Research, 2007; 60: 41-49.
2- Lee J, Taylor Ms. Dual roles in psychological contracts: When managers take both agent and principal roles. Human Resource Management Review, 2014; 24(1): 95-107.
3- Silen M & Skytt B & Engstrom M. Relationships between structural and psychological empowerment, mediated by person-centred processes and thriving for nursing home staff. Geriatric Nursing, 2018; 1-5.
4- Dust S & Resick Gh & et al. Ethical lwadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion.Journal of the leadership quarterly, 2018; 34: 10-16.
5- Yang Y, Li Z, Liang L & Zhang X. Why and when paradoxical leader behavior impact employee creativity: Thriving at work and psychological safety. Current Psychology, 2019; 1-12.
6- Cai Zh, Huang Q & et al. improving the agility of employees through enterprise social media: The mediating role of psychological conditions. International Journal of Information, 2018; 38: 52-63.
7- Hancox JE, Quested E, Ntoumanis N & Thøgersen-Ntoumani C. Putting self-determination theory into practice: Application of adaptive motivational principles in the exercise domain.Qualitative Research in Sport, Exercise and Health,2019; 10(1): 75–91.
8- Shamsa'i F, Davoudabadi Z & Sadeghi A. Investigating personality characteristics of managers with their leadership style. Nursing management history, 2015; 4(4): 9-17. ]In Persian [
9- Mahboubkhah F, Bigzadeh Y. Investigating the role of power components of managers in employee entrepreneurship characteristics (case study of hospitals staff in Miandoab city). Journal of Health Management, 2015; 7(3): 81-92. ]In Persian [
10- Pouriyosf S & Azad Fallah P. Relationship between Personality Characteristics, Organizational Commitment and Coping Styles of Employees. Journal of Psychology, 2012; 16(64): 355-369. ]In Persian[
11- Hagerman H & Skytt B & Wadensten B. A longitudinal study of working life among first-line managers in the care of older adults. Appl Nurs Res, 2016; 32: 7-13.
12- Mosadegh Rad A. The Relationship between Leadership Styles of Managers and the Efficiency of University Hospitals in Isfahan. Journal of the Faculty of Administrative Sciences and Economics, Isfahan University, 2005; 17(4): 23-55. ] In Persian [
13- Hosseini M, Amirtash A & Mozaffari A. Describe and compare different leadership styles with organizational commitment and its dimensions from the viewpoint of faculty members of universities of the country. Two Quarterly Journal of Motion and Exercise Science, 2005; 3(6): 83-94. ]In Persian [
14- Krausert A. HR differentiation between professional and managerial employees: Broadening and integrating theoretical perspectives. Human Resource Management Review, 2017; 27(3): 442-457.
15- Yan M, Peng K & Francesco A. The differential effects of job design on knowledge workers and manual workers: A quasi-experimental field study in China. Human Resource Management, 2011; 50: 407– 424.
16- Alan R & Sashkin W. Can organizational empowerment work in multinational settings? Acad Manage Exec, 2002; 16(1): 102-16.
17- Spreitzer G. Social structural characteristics of psychological empowerment.Acad Manage Journal, 1996; 39(2): 483–505.
18- Thomas K & Velthouse B. Cognitive elements of empowerment: an “interpretive” model of intrinsic task motivation. Acad Manage Rev, 1990; 15(4): 81-666.
19- Palmer C, Niemand T, Stöckmann C, Kraus S & Kailer N. The interplay of entrepreneurial orientation and psychological traits in explaining firm performance. Journal of Business Research, 2019; 94: 183-194.
20- Newman A, Donohue R, Eva N. Psychological safety: A systematic review of the literature. Human Resource Management Review, 2017; 27(3): 521-535.
21- Mac Namara A, Collins D. The role of psychological characteristics in managing the transition to university. Psychology of Sport and Exercise, 2010; 11(5): 353-362.
22- Shalender K & Yadav RK. Strategic Flexibility, Manager Personality, and Firm Performance: The Case of Indian Automobile Industry. Global Journal of Flexible Systems Management, 2019; 20(1): 77-90.
23- Wolfe DM. Is there integrity in the bottom line: Managing obstacles to executive integrity? In S. Srivastva (Ed.). Executive integrity: The search for high human values in organizational life; 1988: 140-171.
24- Hitt M & Ireland RD. Achieving and maintaining strategic competitiveness in the 21 st century: The role of strategic leadership. Academy of Management Executive, 1999; 13(1): 43–57.
25- Hair JF, Black WC, Babin BJ, Anderson RE & Tatham RL. Multivariate data analysis. Upper Saddle River. NJ: Pearson Prentice Hall; 2006.
26- Rahimi F, Mohammadi J & Pour Zare H. The Impact of HRM Commitment-Oriented Commitments on Human Resources Flexibility and Competitive Advantage. Management Studies (Improvement of Transformation), 2016; 25(82): 99-122. ]In Persian[.
27- Davari A & Rezazadeh A. Modeling Structural Equations with Pls Software, Tehran, Jahad University Press; 2013.]In Persian [.
28- Hashemi N, Vafajoo A, Karani Z. Relationship between Psychological Characteristics of Commanders and Managers of Amin University of Medical Sciences with Management Styles. Police Management Research journal, 2016; 11(2): 292-306.
29- Narimani A, Vaezi R. Identification of Facilitating Facets of Commercialization Knowledge Management. Public Administration Quarterly, 2017; 9(2): 235-262.
30- Willcoxson L, Chatham R. Testing the accuracy of the IT stereotype: Profiling IT managers’ personality and behavioural characteristics. Information & Management, 2018; 43(6): 697 – 705.
