PURPOSE: The purpose of this paper is first, to identify the critical managerial competencies of primary care managers; and second, to determine the relationship between personality and motivation, and managerial competency. DESIGN/METHODOLOGY/APPROACH: A survey was conducted involving distribution of questionnaires to 358 rural primary care managers in Southern Thailand. FINDINGS: The survey found six critical managerial competencies: visionary leadership; assessment, planning, and evaluation; promotion of health and prevention of disease; information management; partnership and collaboration; and communication. Both personality and motivation are found to significantly influence primary care managers' managerial competency. In particular, conscientiousness (i.e. perseveres until the task is finished, does a thorough job, full of energy, does things efficiently, and a lot of enthusiasm) is related to all managerial competencies. It is clear that extrinsic and intrinsic factors (i.e. quality of supervision and leadership, organizational policy and administration, interpersonal relationship, working conditions, work itself, amount of responsibility, and job recognition) are influential in primary care manager motivation that can significantly improve morale. RESEARCH LIMITATIONS/IMPLICATIONS: The short version of the personality instrument may limit the generalization of some of the findings. Future research is needed to assess the relationship between managerial competency and performance. Further research could be done in other countries to see if this conclusion is in fact correct. It would also be useful to research if the findings apply to other health and social areas. PRACTICAL IMPLICATIONS: Personality and motivation are able to co-predict managerial competency whereby motivation tends to have a stronger influence than personality. These findings will be useful to policy makers and to those responsible for the human development in the preparation of management training and development programs. Moreover, top management should not overlook the motivational system as a way to encourage managers to be competent in their job. ORIGINALITY/VALUE: The paper contributes to our understanding of managerial competency within the context of rural primary care sectors. The success of any organized health program depends upon effective management, but health systems worldwide face a lack of competent management at all levels. Management development for health systems, particularly at the first line of supervision, must be given much higher priority for investment.
PURPOSE: The purpose of this paper is first, to identify the critical managerial competencies of primary care managers; and second, to determine the relationship between personality and motivation, and managerial competency. DESIGN/METHODOLOGY/APPROACH: A survey was conducted involving distribution of questionnaires to 358 rural primary care managers in Southern Thailand. FINDINGS: The survey found six critical managerial competencies: visionary leadership; assessment, planning, and evaluation; promotion of health and prevention of disease; information management; partnership and collaboration; and communication. Both personality and motivation are found to significantly influence primary care managers' managerial competency. In particular, conscientiousness (i.e. perseveres until the task is finished, does a thorough job, full of energy, does things efficiently, and a lot of enthusiasm) is related to all managerial competencies. It is clear that extrinsic and intrinsic factors (i.e. quality of supervision and leadership, organizational policy and administration, interpersonal relationship, working conditions, work itself, amount of responsibility, and job recognition) are influential in primary care manager motivation that can significantly improve morale. RESEARCH LIMITATIONS/IMPLICATIONS: The short version of the personality instrument may limit the generalization of some of the findings. Future research is needed to assess the relationship between managerial competency and performance. Further research could be done in other countries to see if this conclusion is in fact correct. It would also be useful to research if the findings apply to other health and social areas. PRACTICAL IMPLICATIONS: Personality and motivation are able to co-predict managerial competency whereby motivation tends to have a stronger influence than personality. These findings will be useful to policy makers and to those responsible for the human development in the preparation of management training and development programs. Moreover, top management should not overlook the motivational system as a way to encourage managers to be competent in their job. ORIGINALITY/VALUE: The paper contributes to our understanding of managerial competency within the context of rural primary care sectors. The success of any organized health program depends upon effective management, but health systems worldwide face a lack of competent management at all levels. Management development for health systems, particularly at the first line of supervision, must be given much higher priority for investment.