In Support of Evidence-Based Healthcare Management: an ...

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In Support of Evidence-Based Healthcare Management_________________________________________________________________________________________Table 2. ‘Alpha’ factorial solution from the ‘self’ ratings of managersPOSITIVE BEHAVIOURSFactor 1: Active supportiveleadershipThis factor is predominantly todo with being approachable,developing trust, handlingdifficult and personal issueswith sensitivity, and takingaction to help and support staff.The factor explains 54% of thevariance.(BIs: 7 FLs: 0.758--0.522)NEGATIVE BEHAVIOURSFactor 1: Dictatorial/autocraticmanagement and negativeapproachOverall this factor is concernedwith a general lack of concernor consideration for otherpeople. Behaviours reflectingbullying and a threateningmanner were key to this factor.The factor explains 54% of thevariance.(BIs: 7 FLs: 0.848--0.617)Factor 2: Inclusive decisionmakingThis factor is concerned withinvolving staff in decisionmaking, listening to their ideas,canvassing opinions, andempowering them to make theirown decisions.The factor explains 5% of thevariance.(BIs: 5 FLs: 0.701--O.526)Factor 2: Not informing peopleand exhibiting poor organisationEssentially this factor is aboutfailing to inform, notify andinstruct people. However, itemswere also related to poororganisation and prioritisation.The factor explains 8% of thevariance.(BIs: 6 FLs: 0.693--0.436)Factor 3: Organisation andplanningThis factor is primarilyconcerned with being wellorganised, efficient andeffective, and also being good atplanning, thinking ahead anddeveloping long term plans.The factor explains 4% of thevariance.(BIs: 5 FLs: 0.792--0.511)Factor 3: Ignoring andavoidance behaviourThis factor is about avoidancebehaviour such as ignoringpolicies, rules and procedures,bypassing systems, and hidingfrom ones own mistakes.It explains 4% of the variance.(BIs: 5 FLs: 0.739--0.554)Factor 4: Looking after theinterests and needs of staffThis factor is about showingconcern for individuals bygiving them support for theirpersonal or career development;by effective delegation, bytaking a personal interest, andby giving praise. It is also aboutmonitoring the collective needsof staff and their department.This factor explains 3% of thevariance.(BIs: 6 FLs: 0.709--0.533)Factor 4: Self-serving oruncaring managementThis factor is essentiallyconcerned with achieving onesown aims and interests throughmanipulation and politicking atthe expense of other people.The factor explains 3% of thevariance.(BIs: 3 FLs: 0.772--0.513)Based on the self perceptions of managers this research suggests there are eight criteria (factors) ofmanagerial effectiveness with four associated with managerial success and four with failure.Results from factoring the ‘top down’ ratings of managersThis section outlines the factors obtained from the ‘top down’ data.Table 3. ‘Alpha’ factorial solution from the ‘top down’ ratings of managersPOSITIVE BEHAVIOURSFactor 1: Planning andorganisation /giving support tostaffThis factor has two strands, oneconcerned with being wellprepared , well organised andefficient; with thinking ahead,and ensuring things are done ingood time. The other strandconcerns giving physical andemotional help and support tostaff.The factor explains 64% of thevariance(BIs: 7 FLs: 0.763—0.485)Factor 2: Inclusive decisionmaking and personal approachThis factor is primarilyconcerned with effectivedecision making where themanager uses his/her resourceswell to aid in the process,gathers and assesses all therelevant facts, listens to theideas of staff , develops a senseof trust, and adopts a personalapproachThe factor explains 6% of thevariance.(BIs: 5 FLs: 0.858—0.581)Factor 3: Empowerment anddelegationThis factor is concerned withencouraging staff to workthrough their own problems,giving them the freedom anddiscretion to make their owndecisions or be involved indecision making, and toproactively delegate.The factor explains 4% of thevariance(BIs: 4 FLs: 0.774—0.511)Factor 4: Informing peopleThis factor is wholly concernedwith keeping people regularlyinformed and up to date.The factor explains 3% of thevariance.(BIs: 1 FLs: 0.700)The results of the ‘alpha’ factoring of the ‘positive’ data based on the ‘top down’ perceptions ofsuperiors suggests there are four criteria of managerial effectiveness associated with managementsuccess. As mentioned above a statistically stable solution could not be obtained from ‘alpha’factoring the ‘negative’ data. However, by applying the ‘principal components’ method both a‘positive’ and ‘negative’ factorial solution were obtained as outlined in Table 4.Table 4. ‘Principal components’ factorial solutions from the ‘top down’ ratings of managers12 Management Research Centre 2001
In Support of Evidence-Based Healthcare Management_________________________________________________________________________________________POSITIVE BEHAVIOURSFactor 1: Organisation & planning/proactive, and supportive leadershipThis factor is loaded with twodistinctive strands of managerialbehaviour. One comprises sevenbehavioural items all concerned witheffective organisation and planning( BIs: 7 FLs: 0.94-0.720 )The other strand also comprises sevenbehavioural items and these all relateto different facets of a proactive,supportive and peronal approach tomanagement and leadership. Thefactor explains 66% of the variance(BIs: 7 FLs: 0.863-0.617)NEGATIVE BEHAVIOURSFactor 1: Ignoring &avoiding behaviour/intimidating staffThis factor ispredominantly concernedwith ignoring andavoidance behavioursuch as ignoring policies,and rules; failing tofollow correctprocedures; not beingopen, honest andforthright incommunications;avoiding responsibilities;and refusing to admit toown mistakes. It is alsoto do with bullying,humiliating andthreatening behaviours.The factor accounts for62% of the variance.(BIs: 8 FLs: 0.876-0.724)Factor 2: Uncaring, selfserving managementfocus/undermining ofothersThis factor comprisesmanagerial behavioursthat are, for example,concerned with beinginconsistent, unfair, nonsupportive, underminingand dismissive of otherpeople and their efforts,and also manipulative orpoliticking in nature.The factor explains 9%of the variance.(BIs: 4 FLs: 0.855-0.587)Factor 2: Empowers staff and delegateseffectivelyThis factor is about managers encouraging staff toresolve their own problems, giving them thefreedom to work in ways they see fit, involvingthem in decision making and being proactive andeffective in delegationThe factor explains 7% of the variance.(BIs: 4 FLs: 0.879-0.595)Factor 3: Inadequateflow and use ofinformationThe factor is essentiallyabout failing to inform,notify or instruct staffand not discussingmatters with them. It isalso about not obtainingor checking informationprior to action.The factor accounts for6% of the variance(BIs:6 FLs: 0.872-0.355)Factor 3: Informing peopleThis factor is wholly concerned withkeeping people regularly informed and up todate. The factor explains 5% of the variance(BIs: 1 FLs: 0.908)Factor 4: Lack ofconcern for staffThis factor is aboutplacing unrealisticworkloads and pressureson staff and forcing orimposing changeswithout consultation.The factor explains 5%of the variance.(BIs: 2 FLs: 0.888-0.789)Factor 5: Abdicatingfrom roles andresponsibilitiesThe three behavioursloaded on to this factorare all concerned withdifferent kinds ofabdicating from roles,responsibilities and whatneeds to be done.The factor accounts for4% of the variance.(BIs: 3 FLs: 0.837-0.617)Based on the perceptions of superiors the ‘principal components’ factoring solution suggests there areeight criteria (factors) of managerial effectiveness, three being associated with management successand five with failure.As can be seen by comparing and contrasting the positive ‘alpha’ and ‘principal components’ factorialsolutions, there is a high degree of similarity in the two sets of extracted factors both in terms of thefactorial labels, and, the type of managerial behaviours comprising these factors. This being the case,it has been considered both sound and appropriate for the comparative analysis discussed in thefollowing section, to use this stable negative ‘principal components’ solution in place of the desired‘alpha’ solution that could not be obtained.Results of comparing the ‘bottom up’, ‘self’ and ‘top down’ factorial solutionsA comparison of the positive factors extracted by factoring the ‘bottom up’, ‘self ’ and ‘top down’rated BIQ data’s respectively reveals a high degree of coincidence, sameness and similarity betweenthe criteria (factors) of managerial effectiveness obtained. As can be seen in Table 5 the judgmentsand perceptions of managerial effectiveness and ineffectiveness of managers themselves, theirsuperiors and their subordinates, appear to have very much in common. Of the ten ‘positive’ criteriaonly three were specific to one perspective, namely ‘Looking after the interests and needs of staff’which managers themselves perceived as a key criterion contributing to their own effectiveness, and‘Empowerment & delegation’ and ‘Informing people’ which were amongst the five ‘positive’ criteriaidentified from the perceptions of superiors.13 Management Research Centre 2001
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