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Abstract

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.

Item Type:	Article
Authors/Creators:	May Mak, KH and Kippist, L and Sloan, T and Eljiz, K
Keywords:	professional identity, managers, allied health, health professionals
Journal or Publication Title:	Asia Pacific Journal of Health Management
Publisher:	Australian College of Health Service Management
ISSN:	1833-3818
DOI / ID Number:	https://doi.org/10.24083/apjhm.v14i1.219
Copyright Information:	Copyright (c) 2019 Ka-Hi May Mak, Louise Kippist, Terry Sloan, Kathy EljizThis work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC 4.0). https://creativecommons.org/licenses/by-nc/4.0/
Related URLs:	UTAS Profile: Eljiz, K
Item Statistics:	View statistics for this item

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