Identifying the Key Competencies of Public Hospital Managers in Razavi Khorasan Province: A Qualitative Approach

Document Type : Research Paper

Authors

1 PhD student, Department of Educational Sciences, Islamic Azad University, Neyshabur, Iran.

2 Assistant Professor, Department of Educational Management, Islamic Azad University, Neyshabur, Iran

3 Assistant Professor, Department of Educational Management, Islamic Azad University, Neyshabur, Iran.

10.22038/MJMS.2026.91411.5131

Abstract

Introduction: Effective hospital management in today's complex healthcare system requires managers with multidimensional competencies. The present study aimed to identify key competency components for hospital managers in Khorasan Razavi Province, as one of the country's treatment hubs.
Methods: This qualitative study was conducted using a thematic analysis approach. The study population consisted of senior and mid-level managers from 48 public hospitals in the province. Using purposive and snowball sampling methods, in-depth, semi-structured interviews were conducted with 15 managers having at least five years of managerial experience until theoretical saturation was achieved. Data were analyzed through open, axial, and selective coding processes. To assess the validity of the qualitative instrument, triangulation, expert review, member checking, and Lawshe’s Content Validity Ratio (CVR) techniques were employed. The reliability of the research was also confirmed through the test-retest coding method with an agreement coefficient of 88%
Results: Data analysis led to the identification of 18 key components that were categorized into six main dimensions: 1) relationship management, 2) professionalism, 3) accountability, 4) technical-clinical knowledge and skills, 5) management skills, and 6) business management. Among these, competencies such as "relationship management", "emotional intelligence", "crisis management", and "financial intelligence" were of particular importance.
Conclusion: The framework obtained is appropriate to the local needs of Iranian hospital managers and goes beyond existing general indicators. This framework can be used as a strategic tool in the human resource management processes of the health system, including in recruiting and appointing managers, designing targeted training programs, evaluating performance, and succession planning.

Keywords

References

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Medical Journal of Mashhad university of Medical Sciences
Volume 69, Issue 2
May 2026
Pages 163-175

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