SELF-PERCEPTION OF HEALTH STATUS BY MANAGERS OF HEALTH AUTHORITIES AND INSTITUTIONS AS A FACTOR OF MANAGERIAL CAPACITY AND PERSONNEL STABILITY IN THE HEALTHCARE SECTOR (BASED ON THE RESULTS OF A SOCIOLOGICAL STUDY)
DOI:
https://doi.org/10.11603/1681-2786.2025.3.15662Keywords:
health; healthcare system; managers; sociological survey; self-assessed health; medical conditions; cardiovascular pathology; health index; characteristics; workforce.Abstract
Purpose: to identify key characteristics of health self-perception among healthcare facility managers and to substantiate its role as a factor of managerial capacity and workforce stability amid healthcare system transformations. Materials and Methods. A quantitative, cross-sectional survey was conducted among n = 327 managers in the Lviv region (83.4% of the total population), with a representative sample (SE = 1.12%, E = ±2.2%, p < 0.001). Data were collected using a structured author-developed questionnaire focused on medical conditions, primarily cardiovascular pathology, and processed using MS Excel with application of medical-statistical methods and systems analysis. Results. A significant urban–rural staffing imbalance was identified (Р=91.1% of managers work in cities). Women comprised Р=70.6% of the managerial staff, and the age distribution covered productive groups, allowing intergenerational exchange of experience while necessitating individualized approaches to chronic disease prevention. Approximately Р=66.7% rated their health as good or excellent, while Р=25.7% assessed it as satisfactory, indicating potential risks associated with occupational stress and aging. The most common medical conditions among respondents indicate limited diagnostic awareness of their own health among managers. Three risk clusters were identified: cardiometabolic, atherosclerotic, and insufficient screening, potentially affecting functional capacity and long-term workability. The calculated Health Status Index (HSI ≈ 0.77) indicated a moderately good overall health status, highlighting underestimation of personal health risks and the need to improve health literacy among managers. Key features of self-assessed health provide a basis for optimizing HR policies and developing pragmatic strategies to maintain managerial functional capacity, focusing on health preservation and burnout prevention. Conclusion. The findings have practical value as an analytical basis for improving HR policies in healthcare, supporting compliance with regulatory requirements and developing strategies to maintain managerial capacity through health preservation, burnout prevention, and ensuring the viability of managers and workforce stability.
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