شناسایی نقش شایستگی‌های رهبری اشتراکی در مدیریت بحران (مطالعه موردی: بیمارستان فارابی)
محورهای موضوعی : -مدارک پزشکیفاطمه شاملوی 1 , بهارک شیرزاد کبریا 2 , پریناز بنی سی 3
1 - دانشجوی کارشناسی ارشد گروه مدیریت بحران، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران
2 - استادیار، گروه علوم تربیتی، واحد تهران مرکزی، دانشگاه آزاد اسلامی، تهران، ایران
3 - استادیار، گروه روانشناسی و مشاوره، واحد تهران غرب، دانشگاه آزاد اسلامی، تهران، ایران
کلید واژه: شایستگی‌های رهبری, مدیریت بحران, بیمارستان,
چکیده مقاله :
مقدمه: حمایت و مشارکت مدیران یک سازمان لازمه پیاده سازی یک مدیریت بحران موثر می باشد. آماده کردن شرایط از طریق روشن نمودن مقاصد و اهداف طرح مدیریت بحران بر مبنای فلسفه و ارزش‌های سازمان صورت می گیرد که این امر در مراکز بهداشت و درمان نمود بیشتری دارد. هدف از انجام این تحقیق شناسایی نقش شایستگی‌های رهبری اشتراکی در مدیریت بحران (مطالعه موردی: بیمارستان فارابی) است. روش پژوهش: این تحقیق از لحاظ هدف کاربردی و از لحاظ روش توصیفی و پیمایشی می‌باشد. جامعه آماری تحقیق حاضر شامل کلیه مدیران و معاونان و کارکنان بیمارستان فارابی می‌باشند که تعداد آنها 820 است لذا حجم نمونه لازم بر اساس فرمول کوکران، 262 نفر تعیین شد. برای بررسی متغیرهای تحقیق از ابزار پرسشنامه استفاده شد. پایایی پرسش‌نامه‌ها به‌وسیله ضریب آلفای کرونباخ و روایی محتوایی پرسش‌نامه‌ها توسط جمعی از اساتید دانشگاه و روایی سازه آنها توسط تحلیل عاملی تأییدی مورد تأیید قرار گرفت. فرضیه‌های پژوهش توسط مدل‌سازی معادلات ساختاری مورد آزمون قرار گرفتند. یافته‌ها: ویژگی ها و مهارت ها به طور مستقیم(ضریب 0.48) و غیر مستقیم و از طریق رهبری وظیفه گرا(ضریب 0.80)، رهبری مردم گرا(ضریب 0.26) و رهبری سازمان گرا(ضریب 0.14) در مدیریت بحران نقش دارد. هم‌چنین مشخص شد رهبری وظیفه گرا، رهبری مردم گرا و رهبری سازمان گرا به ترتیب با ضرایب 0.89، 0.33 و 0.79 به صورت مستقیم در مدیریت بحران نقش دارند. نتیجه‌گیری: بر اساس یافته‌های تحقیق ویژگی ها و مهارت‌ها می توانند در مدیریت بحران بیمارستان فارابی نقش داشته باشند که این تاثیر مصورت مستقیم و غیر مستقیم و از طریق متغیرهای میانجی رهبری وظیفه گرا، رهبری مردم گرا و رهبری سازمان گرا صورت می پذیرد.
Introduction: The support and participation of the managers of an organization is necessary to implement an effective crisis management. The preparation of the situation is done by clarifying the aims and objectives of the crisis management plan based on the philosophy and values of the organization, which is more evident in health centers. The purpose of this study was to identify the role of shared leadership competencies in crisis management (Case study: Farabi Hospital). Methods: This research is applied in terms of purpose and descriptive and survey method. The statistical population of the present study includes all managers, deputies and staff of Farabi Hospital, whose number is 820, so the required sample size was determined 262 people based on Cochran's formula. A questionnaire was used to examine the research variables. The reliability of the questionnaires was confirmed by Cronbach's alpha coefficient and the content validity of the questionnaires was confirmed by a group of university professors and their construct validity was confirmed by confirmatory factor analysis. The research hypotheses were tested by structural equation modeling. Results: Characteristics and skills are directly (coefficient 0.48) and indirectly involved in crisis management through task-oriented leadership (coefficient 0.80), people-oriented leadership (coefficient 0.26) and organizational leadership (coefficient 0.14). It was also found that task-oriented leadership, people-oriented leadership and organizational leadership with direct coefficients of 0.89, 0.33 and 0.79, respectively, are directly involved in crisis management. Conclusion: Based on the research findings, characteristics and skills can play a role in crisis management of Farabi Hospital.
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5- Aubé C, Rousseau V & Brunelle E. Flow experience in teams: The role of shared leadership. Journal of occupational health psychology, 2018; 23(2): 198-220.
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7- Jimmy SY, Firmanzah F, Balqiah TE & Widjaja A. The Building of Country Manager's Competence and Its Use to Orchestra Subsidiary's Resources: Empirical Study of Indonesian Subsidiaries in Nigeria. Gadjah Mada International Journal of Business, 2019; 21(1): 37-68.
8- Asgharzadeh Khabaz K. The success of organizations in the shadow of leadership competencies. The Second National Conference on Applied Research in Civil Engineering (Structural Engineering and Construction Management), Tehran: Sharif University of Technology, 2017; 3(14): 30-45. [In Persian]
9- Zulkarnaini NAS, Shaari R & Sarip A. Crisis Management and Human Resource Development: Towards Research Agenda. In International Conference on Applied Human Factors and Ergonomics, 2019; 15(3): 542-552.
10- Wisittigars B & Siengthai S. Crisis leadership competencies: the facility management sector in Thailand. Facilities, 2019; 16(4): 120-147.
11- Alharthi MNAN & Khalifa GS. Business Continuity Management and Crisis Leadership: An Approach to Re-Engineer Crisis Performance within Abu Dhabi Governmental Entities. International Journal on Emerging Technologies, 2019; 10(2): 32-40.
12- Lee DS, Lee Ch, Soo W & Choe Ch. An analysis of shared leadership, diversity, and team creativity in an e-learning environment. Computers in Human Behavior, 2017; 18(2): 229-252.
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1- Eskandari M & Nateghi Elahi F, Planning for crisis management (earthquake) of a hospital (case study). Third National Conference on Metropolitan Management with Approach to Safety, Health and Environment, Tehran: Installation Process Construction Company, 2017; 11(21): 12-25. [In Persian]
2- Kapucu N & Ustun Y. Collaborative crisis management and leadership in the public sector. International Journal of Public Administration, 2018; 41(7): 548-561.
3- Qajri S & Beigi B. The Role and Impact of Leadership in Crisis Management: A Definition of Leadership and Executive Concepts in Crisis Management. 5th Iranian Scientific Research Conference on New Findings in Management, Entrepreneurship and Education, Tehran: Association for the Development and Promotion of Basic Sciences and Technologies; 2017. [In Persian]
4- Muslimi Aghili S & Farhadi Mahalli A. The effect of shared leadership on team performance in organizational resource planning and implementation of human resource management system. Fifth National Conference on Management Research and Humanities in Iran, Tehran: Modbar Management Research Institute, 2018; 12(7): 12-34. [In Persian]
5- Aubé C, Rousseau V & Brunelle E. Flow experience in teams: The role of shared leadership. Journal of occupational health psychology, 2018; 23(2): 198-220.
6- Emami Meybodi AA, Rahimian H, Abbaspour A & Ghiasi Nodooshan S. Designing a model of leadership competencies in public universities in Tehran. Journal of Human Resource Management Research, 2019; 11(2): 11-30. [In Persian]
7- Jimmy SY, Firmanzah F, Balqiah TE & Widjaja A. The Building of Country Manager's Competence and Its Use to Orchestra Subsidiary's Resources: Empirical Study of Indonesian Subsidiaries in Nigeria. Gadjah Mada International Journal of Business, 2019; 21(1): 37-68.
8- Asgharzadeh Khabaz K. The success of organizations in the shadow of leadership competencies. The Second National Conference on Applied Research in Civil Engineering (Structural Engineering and Construction Management), Tehran: Sharif University of Technology, 2017; 3(14): 30-45. [In Persian]
9- Zulkarnaini NAS, Shaari R & Sarip A. Crisis Management and Human Resource Development: Towards Research Agenda. In International Conference on Applied Human Factors and Ergonomics, 2019; 15(3): 542-552.
10- Wisittigars B & Siengthai S. Crisis leadership competencies: the facility management sector in Thailand. Facilities, 2019; 16(4): 120-147.
11- Alharthi MNAN & Khalifa GS. Business Continuity Management and Crisis Leadership: An Approach to Re-Engineer Crisis Performance within Abu Dhabi Governmental Entities. International Journal on Emerging Technologies, 2019; 10(2): 32-40.
12- Lee DS, Lee Ch, Soo W & Choe Ch. An analysis of shared leadership, diversity, and team creativity in an e-learning environment. Computers in Human Behavior, 2017; 18(2): 229-252.
13- Kermani B, Darwish H, Sarlak MA & Kolivand PH. Relationship between leadership competencies of managers and executive staff with their patients' performance, 2016; 15(4): 115-125. [In Persian]
