What Is the Professional Identity of Allied Health Managers?
Objective: This paper explores the professional identity (PI) of Allied Health Managers (AHMs) and how their identity is typically constructed. Methods: A qualitative research methodology utilising semi-structured interviews was employed for this research. Thematic analysis was used to extract re...
| Main Authors: | , , , |
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| Format: | Article |
| Language: | English |
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ACHSM
2019-04-01
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| Series: | Asia Pacific Journal of Health Management |
| Subjects: | |
| Online Access: | https://journal.achsm.org.au/index.php/achsm/article/view/219 |
| _version_ | 1818558287815114752 |
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| author | Ka-Hi May Mak Louise Kippist Terry Sloan Kathy Eljiz |
| author_facet | Ka-Hi May Mak Louise Kippist Terry Sloan Kathy Eljiz |
| author_sort | Ka-Hi May Mak |
| collection | DOAJ |
| description | Objective: This paper explores the professional identity (PI) of Allied Health Managers (AHMs) and how their identity is typically constructed.
Methods: A qualitative research methodology utilising semi-structured interviews was employed for this research. Thematic analysis was used to extract relevant data from the transcripts.
Settings: The study was undertaken in five acute hospitals within one of the largest metropolitan Local Health Districts in New South Wales, Australia. A total of sixteen AHMs and deputy AHMs were interviewed.
Results: Three key themes identified were: PI of AHM, motivation of becoming a manager, and construction of their identity. Factors motivating AHMs to follow a management pathway were identified as being a natural progression and having interest in high-level decision-making. Despite AHMs sharing similar role conflict as the medical managers, they adapted to hybrid manager roles with minimal resentment. They also adopted to the hybrid manager role with a positive, realistic and flexible perspective.
Conclusion: Despite facing role conflict as a hybrid-professional-manager, AHMs manage the transition from clinicians to managers with a positive approach. This indicates that AHMs may require certain skills or characteristics to successfully construct their PI. |
| first_indexed | 2024-12-14T00:10:40Z |
| format | Article |
| id | doaj.art-c572afd7325341999f36d4b81cfbbebb |
| institution | Directory Open Access Journal |
| issn | 1833-3818 2204-3136 |
| language | English |
| last_indexed | 2024-12-14T00:10:40Z |
| publishDate | 2019-04-01 |
| publisher | ACHSM |
| record_format | Article |
| series | Asia Pacific Journal of Health Management |
| spelling | doaj.art-c572afd7325341999f36d4b81cfbbebb2022-12-21T23:25:46ZengACHSMAsia Pacific Journal of Health Management1833-38182204-31362019-04-0114110.24083/apjhm.v14i1.219169What Is the Professional Identity of Allied Health Managers?Ka-Hi May Mak0Louise Kippist1Terry Sloan2Kathy Eljiz3Liverpool HospitalWestern Sydney UniversityWestern Sydney UniversityUniversity of TasmaniaObjective: This paper explores the professional identity (PI) of Allied Health Managers (AHMs) and how their identity is typically constructed. Methods: A qualitative research methodology utilising semi-structured interviews was employed for this research. Thematic analysis was used to extract relevant data from the transcripts. Settings: The study was undertaken in five acute hospitals within one of the largest metropolitan Local Health Districts in New South Wales, Australia. A total of sixteen AHMs and deputy AHMs were interviewed. Results: Three key themes identified were: PI of AHM, motivation of becoming a manager, and construction of their identity. Factors motivating AHMs to follow a management pathway were identified as being a natural progression and having interest in high-level decision-making. Despite AHMs sharing similar role conflict as the medical managers, they adapted to hybrid manager roles with minimal resentment. They also adopted to the hybrid manager role with a positive, realistic and flexible perspective. Conclusion: Despite facing role conflict as a hybrid-professional-manager, AHMs manage the transition from clinicians to managers with a positive approach. This indicates that AHMs may require certain skills or characteristics to successfully construct their PI.https://journal.achsm.org.au/index.php/achsm/article/view/219professional identity, managers, allied health, health professionals |
| spellingShingle | Ka-Hi May Mak Louise Kippist Terry Sloan Kathy Eljiz What Is the Professional Identity of Allied Health Managers? Asia Pacific Journal of Health Management professional identity, managers, allied health, health professionals |
| title | What Is the Professional Identity of Allied Health Managers? |
| title_full | What Is the Professional Identity of Allied Health Managers? |
| title_fullStr | What Is the Professional Identity of Allied Health Managers? |
| title_full_unstemmed | What Is the Professional Identity of Allied Health Managers? |
| title_short | What Is the Professional Identity of Allied Health Managers? |
| title_sort | what is the professional identity of allied health managers |
| topic | professional identity, managers, allied health, health professionals |
| url | https://journal.achsm.org.au/index.php/achsm/article/view/219 |
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