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Organizational culture as a moderator of the personality‐managerial competency relationship A study of primary care managers in Southern Thailand

Organizational culture as a moderator of the personality‐managerial competency relationship A... Purpose – The purpose of this paper is to examine the moderating or contingent effect of organizational culture on the relationship between the personality and managerial competencies of primary care managers in Thailand. Design/methodology/approach – A survey involving distribution of questionnaires to 358 rural primary care managers in southern Thailand was conducted. Self‐reported measures on personality, managerial competency and organizational culture constructs, adopted from previous research, were employed. Exploratory factor analysis, confirmatory factor analysis, and hierarchical multiple regressions were used for data analysis. Findings – Humanistic, prescriptive, and leadership culture moderated significantly the relationship between conscientiousness and specific dimensions of managerial competency, i.e. partnership, collaboration, and visionary leadership. In particular, the study found that managers seemed to be demonstrating the highest level of such competencies when they scored high on conscientiousness and worked in an environment that emphasizes a high humanistic culture, high leadership culture, and low prescriptive culture. Research limitations/implications – The findings may be generalizable to any people working in primary care who have a responsibility to engage people in their own care. Further research could be done in other countries to see whether this conclusion is in fact correct. It would also be useful to research whether the findings apply to other health and social areas. Practical implications – Specific personality traits have an influence on managerial competency within certain organizational cultures. A humanistic and leadership culture should be fostered in primary health care units. Focusing on developing conscientiousness in managers should not be overlooked. Relevant training development programs may be important. Originality/value – This study argues that the effects of personality on managerial competency are moderated by organizational culture. The findings will be useful to policy makers and those responsible in human development, particularly, health care managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership in Health Services Emerald Publishing

Organizational culture as a moderator of the personality‐managerial competency relationship A study of primary care managers in Southern Thailand

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References (64)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1751-1879
DOI
10.1108/17511871111125693
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine the moderating or contingent effect of organizational culture on the relationship between the personality and managerial competencies of primary care managers in Thailand. Design/methodology/approach – A survey involving distribution of questionnaires to 358 rural primary care managers in southern Thailand was conducted. Self‐reported measures on personality, managerial competency and organizational culture constructs, adopted from previous research, were employed. Exploratory factor analysis, confirmatory factor analysis, and hierarchical multiple regressions were used for data analysis. Findings – Humanistic, prescriptive, and leadership culture moderated significantly the relationship between conscientiousness and specific dimensions of managerial competency, i.e. partnership, collaboration, and visionary leadership. In particular, the study found that managers seemed to be demonstrating the highest level of such competencies when they scored high on conscientiousness and worked in an environment that emphasizes a high humanistic culture, high leadership culture, and low prescriptive culture. Research limitations/implications – The findings may be generalizable to any people working in primary care who have a responsibility to engage people in their own care. Further research could be done in other countries to see whether this conclusion is in fact correct. It would also be useful to research whether the findings apply to other health and social areas. Practical implications – Specific personality traits have an influence on managerial competency within certain organizational cultures. A humanistic and leadership culture should be fostered in primary health care units. Focusing on developing conscientiousness in managers should not be overlooked. Relevant training development programs may be important. Originality/value – This study argues that the effects of personality on managerial competency are moderated by organizational culture. The findings will be useful to policy makers and those responsible in human development, particularly, health care managers.

Journal

Leadership in Health ServicesEmerald Publishing

Published: May 2, 2011

Keywords: Personality; Organizational culture; Primary care; Health care; Managers; Thailand

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