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Mathew NV, Liu C, Khalil H. Causes & Consequences of Health Care CEO Turnover in Australia and Retention Strategies: A Qualitative Study. Inquiry 2024; 61:469580241233250. [PMID: 38375757 PMCID: PMC10880524 DOI: 10.1177/00469580241233250] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Received: 06/04/2023] [Revised: 01/12/2024] [Accepted: 01/26/2024] [Indexed: 02/21/2024]
Abstract
It has been highlighted the increasing CEO turnover is a major issue for Australian and international health care organizations. Some of the negative consequences of CEO turnover includes organizational instability, high financial costs, and affecting patient care. On average, CEOs leave their role within 1 to 2 years after commencement, which can be detrimental to the hospital's overall functioning. Therefore, this study aims to identify the causes and consequences of increasing CEO turnover in health care, so retention strategies could be devised. Fourteen hospital CEOs across Australia were interviewed online to answer 5 open ended questions related to qualities of a CEO, challenges of the CEO role, Causes and consequences of increasing CEO turnover and recommendation for CEOs retention. Interviews followed a semi-structured schedule to prompt discussion in relation to the above. The study has identified that CEOs possess certain qualities such as self-awareness, leadership style, resilience that enable them to perform their role well. Challenges of this role such as COVID-19, managing organizational change staff management has been found and discussed. Broadly, causes have been divided into 5 major categories such as Organization, Performance, Pressure, Personal and Health reform. It was found that increasing CEO turnover can be damaging to the hospital, not just the staff and patients suffer but the surrounding community gets adversely affected. To minimize CEO turnover, it was suggested that the board needs to support their CEO by advocating and investing in organizational culture and leadership programs. The findings of this study aid, the board with certain strategies through which CEO can be supported. CEOs made certain recommendations in this study to minimize the turnover which can make such a big impact on health care as this may lead to better functioning hospitals in Australia. Moreover, these strategies could be used internationally to help them CEOs retain in their position.
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Affiliation(s)
| | - Chaojie Liu
- La Trobe University, Melbourne, VIC, Australia
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Hosseini SE, Jafari M, Nemati A, Rahmani K, Mahmoudian P, Ferdosi M. Training needs assessment of hospital CEOs in a developing country: the example of Iran. BMC Med Educ 2023; 23:602. [PMID: 37620813 PMCID: PMC10464028 DOI: 10.1186/s12909-023-04463-2] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Received: 01/24/2023] [Accepted: 06/20/2023] [Indexed: 08/26/2023]
Abstract
BACKGROUND It is essential to identify the necessary competencies of hospital CEOs in order to improve the quality and efficiency of services they provide. Expert leadership skills and competencies can have a significant impact on the success of an organization, benefiting both patients and staff. This study aimed to assess the competencies and training needs of hospital CEOs in Iran public hospitals. METHODS We conducted this cross-sectional analytical study through a self-assessment questionnaire, which was a web-based platform developed by the WHO country office in Iran, between July 2018 and September 2018. The questionnaire was completed by 180 hospital CEOs and included a core set of 81 items based on Assessing the Competency of Hospital CEO. These items were categorized into five superordinate categories: leadership, personality and quality of individual behavior, knowledge and business skills, social responsibility, and healthcare environment. In addition, we conducted focus groups with 30 hospital CEOs, supervisor assessments with 10 hospital managers, and interviews with 10 supervisors. RESULTS Of the 180 questionnaires distributed, 78% were returned, and most respondents were medical specialists. The need for leadership competencies such as individual behavior skills and change management received the highest priority. Most respondents required training in management skills, including financial management, governance, strategic thinking, quality improvement, and disaster management. CONCLUSION Providing needs-based education is crucial, especially in developing countries. In this study, leadership and strategic thinking were found to be the most needed competencies among hospital CEOs in Iran. These findings serve as reference points for developing countries with similar backgrounds and healthcare environments as Iran.
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Affiliation(s)
- Seyede-Elahe Hosseini
- Health Management and Economics Research Center, School of Management and Medical Information Sciences, Isfahan University of Medical Sciences, Isfahan, Iran
| | - Mehdi Jafari
- Department of health Services Management, School of Health Management and Information Sciences, Iran University of Medical Sciences, Tehran, Iran
| | - Ali Nemati
- Department of Health Service Management, School of Management and Medical Information Sciences, Iran University of Medical Sciences, Tehran, Iran
| | - Keyvan Rahmani
- Health Management Development Institute, Ministry of Health and Medical Education, Tehran, Iran
| | - Payam Mahmoudian
- Health Management and Economics Research Center, School of Management and Medical Information Sciences, Iran University of Medical Sciences, Tehran, Iran
| | - Masoud Ferdosi
- Health Management and Economics Research Center, Department of Health Services Management, School of Management and Medical Information Sciences, Isfahan University of Medical Sciences, Isfahan, Iran.
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Hughes LS. Few Primary Care Physicians Lead Hospitals, Despite Their Immense Value: Systems Change and Delivery System Evolution Can Reverse This Trend. J Am Board Fam Med 2023; 36:687-689. [PMID: 37562841 DOI: 10.3122/jabfm.2023.230249r0] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 08/12/2023] Open
Abstract
Primary care physicians (PCPs) inherently offer a tremendous range of skills that would serve them well as chief executive officers in hospitals. Despite their immense value, very few serve in these top posts for a variety of reasons. Making changes in how we train, mentor, and support PCPs throughout their careers can reverse this trend.
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See H, Shreve L, Hartzell S, Daniel S, Slonim AD. Comparison of Quality Measures From US Hospitals With Physician vs Nonphysician Chief Executive Officers. JAMA Netw Open 2022; 5:e2236621. [PMID: 36227592 PMCID: PMC9561952 DOI: 10.1001/jamanetworkopen.2022.36621] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [MESH Headings] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 11/17/2022] Open
Abstract
IMPORTANCE Patient experience and patient safety are 2 major domains of health care quality; however empirical data on the association of physician vs nonphysician chief executive officers (CEOs) with public and private quality measures are rare but critical to evaluate as hospitals increasingly seek out physician CEOs. OBJECTIVES To evaluate whether there is an association of CEO background with hospital quality and to investigate differences in hospital characteristics between hospitals with a physician CEO vs those with a nonphysician CEO. DESIGN, SETTING, AND PARTICIPANTS This cross-sectional study used 2019 data from 3 sources (ie, the American Hospital Association [AHA] Annual Survey, the Hospital Consumer Assessment of Healthcare Providers and Systems [HCAHPS], and the Leapfrog Hospital Safety Grades) to identify statistical differences in hospital characteristics and outcomes. Data were analyzed from April to December 2021 . MAIN OUTCOMES AND MEASURES Multivariable ordinal logistic regression was used to examine the association of physician CEOs with hospital quality assessment outcomes while controlling for other confounding factors. Characteristics from the AHA Annual Survey database were assessed as potential confounders, including hospital control, bed size, region, teaching status, and patient volume. RESULTS The AHA database contained 6162 hospitals; 1759 (29%) had HCAHPS ratings, 1824 (30%) had Leapfrog grades, and 383 (6%) had physician CEOs. A positive Spearman correlation coefficient was found between physician CEOs and HCAHPS patient willingness to recommend the hospital (ρ = 0.0756; P = .002), but the association between CEO medical background and Leapfrog safety grades or HCAHPS ratings did not reach a level of significance in the multivariable ordinal logistic regression models. CONCLUSIONS AND RELEVANCE In this study, a positive correlation was found between physician CEOs and HCAHPS patient willingness to recommend the hospital, but the multivariable analysis did not find an association between hospital physician CEOs and the examined quality and safety outcomes.
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Affiliation(s)
- Helen See
- Renown Health, Reno, Nevada
- School of Public Health, University of Nevada, Reno
| | | | | | - Sarah Daniel
- School of Public Health, University of Nevada, Reno
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Adubato S. Empathize to Mobilize: How a Hospital CEO's Battle with COVID-19 Made Him a Better Leader: An Interview with Kurt A. Barwis, FACHE. MD Advis 2020; 13:27-29. [PMID: 33352021] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/12/2023]
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White AA, McIlraith T, Chivu AM, Cyrus R, Cockerham C, Vora H, Vulgamore P. Collaboration, Not Calculation: A Qualitative Study of How Hospital Executives Value Hospital Medicine Groups. J Hosp Med 2019; 14:662-667. [PMID: 31339842 DOI: 10.12788/jhm.3249] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [MESH Headings] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
Abstract
BACKGROUND Hospital medicine groups (HMGs) typically receive financial support from hospitals. Determining a fair amount of financial support requires negotiation between HMG and hospital leaders. As the hospital medicine care model evolves, hospital leaders may regularly challenge HMGs to demonstrate the financial value of activities that do not directly generate revenue. OBJECTIVE To describe current attitudes and beliefs of hospital executives regarding the value of contributions made by HMGs. DESIGN Thematic content analysis of key informant interviews. PARTICIPANTS Twenty-four healthcare institutional leaders, including hospital presidents, chief medical officers, chief executive officers, and chief financial officers. Participants comprised a diverse sample from all regions in the United States, including rural, suburban, and urban locations, and academic and nonacademic institutions. RESULTS Executives highly valued hospitalist groups that demonstrate alignment with hospital priorities, and often used this concept to summarize the HMG's success across several value domains. Most executives evaluated only a few key HMG metrics, but almost no executives reported calculating the HMG return on investment by summing pertinent quantitative contributions. Respondents described an evolving concept of hospitalist value and believed that HMGs generate substantial value that is difficult to measure financially. CONCLUSIONS Hospital executives appear to make financial support decisions based on a small number of basic financial or care quality metrics combined with a subjective assessment of the HMG's broader alignment with hospital priorities. HMG leaders should focus on building relationships that facilitate dialog about alignment with hospital needs.
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Affiliation(s)
- Andrew A White
- Department of Medicine, University of Washington School of Medicine, Seattle, Washington
| | | | - Anton M Chivu
- Department of Medicine, University of Chicago, Chicago, Illinois
| | - Rachel Cyrus
- Department of Medicine, Northwestern University Feinberg School of Medicine, Chicago, Illinois
| | | | - Hardik Vora
- Hospital Medicine Division, Riverside Regional Medical Center, Newport News, Virginia
| | - Patrick Vulgamore
- Temple Center for Population Health, Temple University Health System, Philadelphia, Pennsylvania
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Abstract
Chief executive officer (CEO) compensation is highly scrutinized, with nonprofit organizations often receiving additional attention due to their tax-exempt status. Understanding hospital CEO compensation is of increasing importance as health care costs remain high and strong leadership is required to implement new health policies. This study documents CEO compensation at nonprofit hospitals in the United States for 2010 and 2015. We compare hospital CEO compensation with CEO compensation in other institution types, including nonhospital health care. We also explore changes in hospital CEO compensation over time and differences across states. We find CEOs at hospitals earn substantially less than CEOs of publicly traded companies though more than presidents of nonprofit institutions of higher education. Additionally, we find that the relationship between CEO compensation and hospital size was weaker in 2015 than in 2010, and substantial variation in CEO compensation exists across states.
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Affiliation(s)
| | - Seema Choksy
- University of Southern California, Los Angeles, CA, USA
| | | | - John A Romley
- University of Southern California, Los Angeles, CA, USA
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Thye J, Hübner U, Weiß JP, Teuteberg F, Hüsers J, Liebe JD, Babitsch B. Hospital CEOs Need Health IT Knowledge and Trust in CIOs: Insights from a Qualitative Study. Stud Health Technol Inform 2018; 248:40-46. [PMID: 29726417] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
Abstract
BACKGROUND IT is getting an increasing importance in hospitals. In this context, major IT decisions are often made by CEOs who are not necessarily IT experts. OBJECTIVES Therefore, this study aimed at a) exploring different types of IT decision makers at CEO level, b) identifying hypotheses if trust exists between these different types of CEOs and their CIOs and c) building hypotheses on potential consequences regarding risk taking and innovation. METHODS To this end, 14 qualitative interviews with German hospital CEOs were conducted to explore the research questions. RESULTS The study revealed three major types: IT savvy CEOs, IT enthusiastic CEOs and IT indifferent CEOs. Depending on these types, their relationship with the CIO varied in terms of trust and common language. In case of IT indifferent CEOs, a potential vicious circle of lack of IT knowledge, missing trust, low willingness to take risks and low innovation power could be identified. CONCLUSION In order to break of this circle, CEOs seem to need more IT knowledge and/or greater trust in their CIO.
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Affiliation(s)
- Johannes Thye
- Health Informatics Research Group, Hochschule Osnabrück, Germany
| | - Ursula Hübner
- Health Informatics Research Group, Hochschule Osnabrück, Germany
| | - Jan-Patrick Weiß
- Health Informatics Research Group, Hochschule Osnabrück, Germany
| | - Frank Teuteberg
- Research Group Accounting & Information Systems, University Osnabrück, Germany
| | - Jens Hüsers
- Health Informatics Research Group, Hochschule Osnabrück, Germany
| | - Jan-David Liebe
- Health Informatics Research Group, Hochschule Osnabrück, Germany
| | - Birgit Babitsch
- Human Sciences, New Public Health, University Osnabrück, Germany
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Kacik A. CEOs weigh the risks and rewards of payment reform. Mod Healthc 2017; 47:16-19. [PMID: 30475465] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/09/2023]
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Van Dyke M. CHANGE AT THE TOP Nurse CEOs gaining favor. Hosp Health Netw 2017; 91:12. [PMID: 30179357] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
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O'Connor M. KP'S LATEST ADDITION Three questions with: Bernard Tyson. Hosp Health Netw 2017; 91:15. [PMID: 30179361] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
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Abstract
PURPOSE This paper aims to assess the impact of the leadership traits of chief executive officers (CEOs) on hospital performance in the USA. The effectiveness and efficiency of the CEO is of critical importance to the performance of any organization, including hospitals. Management systems and manager behaviours (traits) are of crucial importance to any organization because of their connection with organizational performance. To identify key factors associated with the quality of care delivered by hospitals, the authors gathered perceptions of manager traits from chief executive officers (CEOs) and followers in three groups of US hospitals delivering different levels of quality of care performance. DESIGN/METHODOLOGY/APPROACH Three high- and three low-performing hospitals were selected from the top and bottom 20th percentiles, respectively, using a national hospital ranking system based on standard quality of care performance measures. Three lean hospitals delivering intermediate performance were also selected. A survey was used to gather perceptions of manager traits (providing a modern or lean management system inclination) from CEOs and their followers in the three groups, which were compared. FINDINGS Four traits were found to be significantly different (alpha < 0.05) between lean (intermediate-) and low-performing hospitals. The different perceptions between these two hospital groups were all held by followers in the low-performing hospitals and not the CEOs, and all had a modern management inclination. No differences were found between lean (intermediate-) and high-performing hospitals, or between high- and low-performing hospitals. ORIGINALITY/VALUE These findings support a need for hospital managers to acquire appropriate traits to achieve lean transformation, support a benefit of measuring manager traits to assess progress towards lean transformation and lend weight to improved quality of care that can be delivered by hospitals adopting a lean system of management.
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Affiliation(s)
- Kjeld Harald Aij
- Department of Anaesthesiology & Operative Care, VU University Medical Centre, Amsterdam, The Netherlands
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Liebe JD, Esdar M, Thye J, Hübner U. Antecedents of CIOs' Innovation Capability in Hospitals: Results of an Empirical Study. Stud Health Technol Inform 2017; 243:142-146. [PMID: 28883188] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 06/07/2023]
Abstract
CIOs' innovation capability is regarded as a precondition of successful HIT adoption in hospitals. Based on the data of 142 CIOs, this study aimed at identifying antecedents of perceived innovation capability. Eight features describing the status quo of the hospital IT management (e.g. use of IT governance frameworks), four features of the hospital structure (e.g. functional diversification) and four CIO characteristics (e.g. duration of employment) were tested as potential antecedents in an exploratory stepwise regression approach. Perceived innovation capability in its entirety and its three sub-dimensions served as criterion. The results show that CIOs' perceived innovation capability could be explained significantly (R2=0.34) and exclusively by facts that described the degree of formalism and structure of IT management in a hospital, e.g. intensive and formalised strategic communication, the existence of an IT strategy and the use of IT governance frameworks. Breaking down innovation capability into its constituents revealed that "innovative organisational culture" contributed to a large extent (R2=0.26) to the overall result sharing several predictors. In contrast, "intrapreneurial personality" (R2=0.11) and "openness towards users" (R2=0.18) could be predicted less well. These results hint at the relationship between working in a well-structured, formalised and strategy oriented environment and the overall feeling of being capable to promote IT innovation.
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Affiliation(s)
- Jan-David Liebe
- Health Informatics Research Group, Osnabrück University AS, Germany
| | - Moritz Esdar
- Health Informatics Research Group, Osnabrück University AS, Germany
| | - Johannes Thye
- Health Informatics Research Group, Osnabrück University AS, Germany
| | - Ursula Hübner
- Health Informatics Research Group, Osnabrück University AS, Germany
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Thye J, Hübner U, Hüsers J, Babitsch B. IT Decision Making in German Hospitals - Do CEOs Open the Black Box? Stud Health Technol Inform 2017; 243:112-116. [PMID: 28883182] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Key Words] [MESH Headings] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 06/07/2023]
Abstract
Health IT and communication systems are indispensable in German hospitals for clinical as well as administrative process support. However, IT is often regarded as a "black box" for hospital CEOs. Thus, the question arises how can CEOs decide if they do not know what is in the box? In order to answer this question, half-structured interviews with 14 German hospital CEOs were conducted. They revealed three principle decision processes: the supported decision, the joint decision and the corporate level decision. In all cases, the hospital CEO and the CIO interacted to reach the final decision, most strongly in the joint decision mode and least strongly in the corporate decision mode. Only the joint decision mode definitely forced the CEO to open the "black box" of IT. In the era of digitalisation, however, CEOs must develop better competencies to decide over complex matters.
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Affiliation(s)
- Johannes Thye
- Health Informatics Research Group, Hochschule Osnabrück, Germany
| | - Ursula Hübner
- Health Informatics Research Group, Hochschule Osnabrück, Germany
| | - Jens Hüsers
- Health Informatics Research Group, Hochschule Osnabrück, Germany
| | - Birgit Babitsch
- Human Sciences, New Public Health, University Osnabrück, Germany
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Beckham D. 10 Surprising Keys to Strategic Thinking for Health Care CEOs. Hosp Health Netw 2017; 91:38-41. [PMID: 30085456] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
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Stempniak M. INTERNATIONAL STRATEGY Three questions for: A Marc Harrison, M.D. Hosp Health Netw 2016; 90:15. [PMID: 30179372] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
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The View From The Intermountain Top. Manag Care 2016; 25:40-2. [PMID: 28121564] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/06/2023]
Abstract
The new president and CEO of Intermountain looks ahead to the Utah system becoming a referral center and says last year's net operating margin can be chalked up to an implementation of an electronic medical record system.
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Naylor R. The three skills needed to be an effective NHS chief executive. Health Serv J 2016; 126:8. [PMID: 30091570] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
Abstract
Some lessons from serving as UCLH foundation trust's chief executive for 16 years - and the next chapter of my career.
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Moore A. Riders on the Storm. Health Serv J 2016; 126:18-19. [PMID: 30085629] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
Abstract
At a time of stagnating salaries and punishing workloads, how are NHS leaders helping staff cope with low morale? That was the question posed at the third and final roundtable linked to HSJ's Top Chief Executives list.
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NHS trust chief's comments on safe staffing 'seriously worrying'. Nurs Stand 2016; 30:11. [PMID: 27440331 DOI: 10.7748/ns.30.47.11.s12] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 06/06/2023]
Abstract
The RCN has accused the head of NHS Improvement of putting finances before patient care amid 'worrying' comments on safe staffing levels.
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Bazzoli F. Executive Session: Healthcare to data and back. Health Data Manag 2016; 24:48. [PMID: 30035989] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
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O'Dowd A. Controversial 999 pilot ambulance trust chief executive resigns. BMJ 2016; 353:i3092. [PMID: 27252242 DOI: 10.1136/bmj.i3092] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [MESH Headings] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 11/03/2022]
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Iacobucci G. High level of scrutiny is crushing innovation in NHS, say hospital bosses. BMJ 2016; 353:i2701. [PMID: 27174859 DOI: 10.1136/bmj.i2701] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [MESH Headings] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 11/04/2022]
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Perry F. CEO Ethical Considerations in Right-Sizing. CEOs must considerfour important elements in workforce reduction. Healthc Exec 2016; 31:62-65. [PMID: 27319109] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/06/2023]
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Combes JR, Totten MK. Succession Planning: The Board-CEO Partnership. Boards and CEOs must constructively address the succession imperative. Healthc Exec 2016; 31:80-81. [PMID: 27319114] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/06/2023]
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Covert M, Stempniak M. JOB TRANSITIONS. Three questions with: Michael Covert. Hosp Health Netw 2016; 90:16-2. [PMID: 27220164] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
Abstract
Covert describes the critical steps he took when transitioning to the leadership role at CHI St. Like's Health in Houston. Among them: Be patient.
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Hospital CEO turnover by state. Ranked by chief executive turnover percentage in 2015. Mod Healthc 2016; 46:34. [PMID: 27336100] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/06/2023]
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Schencker L. The cautious calculations of a consensus builder. Mod Healthc 2016; 46:38-40. [PMID: 27079036] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Herman B. CEOs SEE NO SLOWING OF HEALTHCARE MERGER MANIA. Mod Healthc 2016; 46:17-19. [PMID: 27333667] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/06/2023]
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Samuel R. The Ever-Changing CEO. Healthc Exec 2016; 31:74-77. [PMID: 27120925] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Interview With Jayne E. Pope, RN, FACHE, CEO of Hill Country Memorial Hospital. J Healthc Manag 2016; 61:307-10. [PMID: 28199246] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 06/06/2023]
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Interview With Ramanathan Raju, MD, FACHE, FACS, President and CEO of NYC Health + Hospitals. J Healthc Manag 2016; 61:385-90. [PMID: 28199224] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 06/06/2023]
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Hospital CEO turnover rate by state. Ranked by turnover percentage in 2014. Mod Healthc 2015; 45:34. [PMID: 26875329] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Bowen DJ. 5 Competencies for CEOs. Trustee 2015; 68:34-1. [PMID: 26710435] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
Abstract
Here are five competencies trustees should look for in recruiting CEO candidates now and into the future.
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Giella T, Totten MK. Taking Responsibility for Transitions at the Top. Trustee 2015; 68:27-1. [PMID: 26710433] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
Abstract
Boards must become more proactive when it comes to planning for the departure of one CEO and hiring a successor.
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Rubenfire A, Cook W. It's 'schizophrenic' balancing current growth with healthcare reform. Mod Healthc 2015; 45:30-31. [PMID: 26638363] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Umbdenstock RJ. Interview With Richard J. Umbdenstock, FACHE, President and CEO of the American Hospital Association. J Healthc Manag 2015; 60:307-311. [PMID: 26554139] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Succession Planning: Best Practices for Managing Organizational Risk. Trustee 2015; 68:3 p following 44. [PMID: 26591237] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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New Chief Nurse and Midwifery Officer named. Aust Nurs Midwifery J 2015; 23:5. [PMID: 26460407] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Brinkley R, Barr P. Defining Yourself on Your Terms. Hosp Health Netw 2015; 89:40-41. [PMID: 26793914] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Mitchell AJ, Kadenas D, Taylor BC. Philanthropy as a Change Agent. The CEO's role is vital for a strong return on investment. Healthc Exec 2015; 30:68-70. [PMID: 26749998] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Hospital CEO Survey on Senior Leadership Teams in Freestanding Hospitals. Healthc Exec 2015; 30:74. [PMID: 26750798] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Larkin H. The New Health Care In a rapidly changing field, effective leaders require 'learning agility' and 'emotional intelligence' as much - or more - than traditional skills. Hosp Health Netw 2015; 89:22-27. [PMID: 30168914] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
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Fabre J. Create a clinical chief executive role in hospitals. BMJ 2015; 350:h2041. [PMID: 25908599 DOI: 10.1136/bmj.h2041] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Track Full Text] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 11/04/2022]
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Weinstock M. Excelling at the 'People Business'. Hosp Health Netw 2015; 89:10. [PMID: 30277323] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
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Grube ME. Making the Case for Virtual Healthcare. What CEOs and trustees need to know about this emerging field. Healthc Exec 2015; 30:68-71. [PMID: 26738281] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Lintjer GW, Nelson JC. CEO Considerations During Transition. The way in which CEO roles will transform after a partnership requires careful attention. Healthc Exec 2015; 30:64-66. [PMID: 26738280] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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Brown JI. Colleagues in disaster recovery. Hospital CEO humbled by outpouring of support following tornado. Mod Healthc 2015; 45:12-15. [PMID: 25823067] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/04/2023]
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Stempniak M. Thirty-something and the CEO. Hosp Health Netw 2015; 89:28-29. [PMID: 30277343] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/08/2023]
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Research initiative offers new tool for CMOs to improve quality. Nephrol News Issues 2015; 29:21, 25-6. [PMID: 26473249] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [MESH Headings] [Subscribe] [Scholar Register] [Indexed: 06/05/2023]
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