Mintzberg’s model of managerial roles (Mintzberg, 1980), their occurrence rate (n/%) in the data (quantification) with the results of the content analysis and informative citations of the qualitative data
| Managerial role activity | The sub-role and its appearance (n/%) in the data | Results of the content analysis | Citations |
|---|---|---|---|
| Interpersonal | Figurehead (7/3.8%) | The interaction of leadership and perceived status has a significant impact on organizational dynamics and interpersonal relationships. This principle suggests that the leader’s behavior acts as a catalyst for promoting compliance with established norms or guidelines and thus serves as a role model | Leading by example |
| The so-called status of the leader must be maintained so that others listen to/follow | |||
| Leader (73/39.2%) | A holistic view of physician leadership extends beyond technical proficiency to encompass effective leadership of interpersonal relationships, fostering trust, engaging in collaborative mentoring, and nurturing a supportive work environment. Physician leaders are responsible not only for clinical oversight but also for the development and well-being of their team | [Physician leaders should lead] like experts, meaning not only leading things, but also leading people | |
| By creating an atmosphere of trust that enables subordinates to learn and achieve common goals as well as care for subordinates’ well-being at work | |||
| Guiding and mentoring subordinates so that they can complete their work | |||
| Liaison (4/2.2%). | At the core of this role is the recognition that the success of leadership in healthcare organizations requires coordination and cooperation between professionals with diverse expertise. By promoting a shift towards interprofessional teamwork, this approach seeks to utilize the combined knowledge and interactions of various healthcare providers to advance a common goal | To foster awareness among various professional fields (e.g. nurses, physiotherapists, etc.) regarding the importance and implementation of cooperation between them | |
| Informational | Monitor (27/14.5%) | This role involves not only identifying the clinical demands and responsibilities associated with medical roles but also understanding the contextual factors that influence the professional work environment. It highlights the importance of leadership sensitivity to the perspectives and demands of frontline medical professionals | By listening to doctors |
| The leader should have a comprehensive understanding of the realities of a doctor’s work | |||
| Disseminator (16/8.6%) | Central to this role is the recognition of the central role of proactive information dissemination, particularly in healthcare environments characterized by rapidly changing conditions, uncertainty and complexity. This strategy can increase flexibility and collective response to significant contemporary challenges | To disseminate information about significant current changes (e.g. corona information) | |
| Spokesman (7/3.8%) | A key aspect of this role is recognizing the value of delegating tasks and streamlining processes to improve efficiency and effectiveness in healthcare environments. The strategic reorganization of roles aims to maximise the utilization of the specialized knowledge and expertise of medical professionals | [Leaders] must try to eliminate the jobs of nurses, nurses, secretaries, and cleaners from doctors, allowing doctors to concentrate on their medical responsibilities | |
| Decisional | Entrepreneur (13/6.9%) | This role emphasizes proactive planning and foresight in professional contexts, emphasizing the importance of proactive measures to address emerging needs and capitalize on developing opportunities. Central to this role is the recognition of the dynamic nature of professional environments, characterized by a combination of internal and external factors that shape organizational trajectories | To plan improvements for the future |
| To consider the environment where we work, the opportunities, challenges, and development areas | |||
| Disturbance handler (6/3.2%) | At the core of this role is the recognition of leadership as a dynamic and situational phenomenon, where contextual requirements necessitate adaptation of leadership style and behavior. In particularly challenging situations, physician leaders are expected to demonstrate strong leadership qualities such as flexibility, determination and confidence | In challenging situations, [leader] assume a more prominent leadership role | |
| Resource allocator (20/10.8%) | Central to this role is recognizing the reciprocal relationship between well-being at work and organizational performance, whereby providing adequate resources and support mechanisms improves productivity, satisfaction and employee retention. Equipping employees with the necessary skills, knowledge and resources to succeed in their roles not only increases individual job satisfaction and performance but also fosters a culture of continuous learning and improvement | Try to create reasonable working hours and tasks within the limits allowed by resources | |
| This includes, for example, organizing working conditions as well as possible, supporting subordinates at work and investing in their training and orientation | |||
| Negotiator (13/6.9%) | This role emphasizes the importance of establishing common rules to guide coordinated action and ensure quality assurance while preserving the independence of physicians to use professional judgment and expertise. It emphasizes the importance of continuous development discussions and professional guidance as key mechanisms in promoting team cohesion and effective management | There should be established common rules for the workplace, but at the same time, allowing doctors to maintain autonomy in their decision-making processes | |
| Development discussions and professional guidance in the workplace are essential for fostering team spirit, which in turn makes leadership work easier |
| Managerial role activity | The sub-role and its appearance ( | Results of the content analysis | Citations |
|---|---|---|---|
| Interpersonal | Figurehead (7/3.8%) | The interaction of leadership and perceived status has a significant impact on organizational dynamics and interpersonal relationships. This principle suggests that the leader’s behavior acts as a catalyst for promoting compliance with established norms or guidelines and thus serves as a role model | Leading by example |
| The so-called status of the leader must be maintained so that others listen to/follow | |||
| Leader (73/39.2%) | A holistic view of physician leadership extends beyond technical proficiency to encompass effective leadership of interpersonal relationships, fostering trust, engaging in collaborative mentoring, and nurturing a supportive work environment. Physician leaders are responsible not only for clinical oversight but also for the development and well-being of their team | [Physician leaders should lead] like experts, meaning not only leading things, but also leading people | |
| By creating an atmosphere of trust that enables subordinates to learn and achieve common goals as well as care for subordinates’ well-being at work | |||
| Guiding and mentoring subordinates so that they can complete their work | |||
| Liaison (4/2.2%). | At the core of this role is the recognition that the success of leadership in healthcare organizations requires coordination and cooperation between professionals with diverse expertise. By promoting a shift towards interprofessional teamwork, this approach seeks to utilize the combined knowledge and interactions of various healthcare providers to advance a common goal | To foster awareness among various professional fields (e.g. nurses, physiotherapists, etc.) regarding the importance and implementation of cooperation between them | |
| Informational | Monitor (27/14.5%) | This role involves not only identifying the clinical demands and responsibilities associated with medical roles but also understanding the contextual factors that influence the professional work environment. It highlights the importance of leadership sensitivity to the perspectives and demands of frontline medical professionals | By listening to doctors |
| The leader should have a comprehensive understanding of the realities of a doctor’s work | |||
| Disseminator (16/8.6%) | Central to this role is the recognition of the central role of proactive information dissemination, particularly in healthcare environments characterized by rapidly changing conditions, uncertainty and complexity. This strategy can increase flexibility and collective response to significant contemporary challenges | To disseminate information about significant current changes (e.g. corona information) | |
| Spokesman (7/3.8%) | A key aspect of this role is recognizing the value of delegating tasks and streamlining processes to improve efficiency and effectiveness in healthcare environments. The strategic reorganization of roles aims to maximise the utilization of the specialized knowledge and expertise of medical professionals | [Leaders] must try to eliminate the jobs of nurses, nurses, secretaries, and cleaners from doctors, allowing doctors to concentrate on their medical responsibilities | |
| Decisional | Entrepreneur (13/6.9%) | This role emphasizes proactive planning and foresight in professional contexts, emphasizing the importance of proactive measures to address emerging needs and capitalize on developing opportunities. Central to this role is the recognition of the dynamic nature of professional environments, characterized by a combination of internal and external factors that shape organizational trajectories | To plan improvements for the future |
| To consider the environment where we work, the opportunities, challenges, and development areas | |||
| Disturbance handler (6/3.2%) | At the core of this role is the recognition of leadership as a dynamic and situational phenomenon, where contextual requirements necessitate adaptation of leadership style and behavior. In particularly challenging situations, physician leaders are expected to demonstrate strong leadership qualities such as flexibility, determination and confidence | In challenging situations, [leader] assume a more prominent leadership role | |
| Resource allocator (20/10.8%) | Central to this role is recognizing the reciprocal relationship between well-being at work and organizational performance, whereby providing adequate resources and support mechanisms improves productivity, satisfaction and employee retention. Equipping employees with the necessary skills, knowledge and resources to succeed in their roles not only increases individual job satisfaction and performance but also fosters a culture of continuous learning and improvement | Try to create reasonable working hours and tasks within the limits allowed by resources | |
| This includes, for example, organizing working conditions as well as possible, supporting subordinates at work and investing in their training and orientation | |||
| Negotiator (13/6.9%) | This role emphasizes the importance of establishing common rules to guide coordinated action and ensure quality assurance while preserving the independence of physicians to use professional judgment and expertise. It emphasizes the importance of continuous development discussions and professional guidance as key mechanisms in promoting team cohesion and effective management | There should be established common rules for the workplace, but at the same time, allowing doctors to maintain autonomy in their decision-making processes | |
| Development discussions and professional guidance in the workplace are essential for fostering team spirit, which in turn makes leadership work easier |
Source(s): Authors’ own work
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