Does the Hospital Board Need a Doctor?

Molinari, Carol; Alexander, Jeffrey A.; Morlock, Laura L.; Lyles, Alan C.

doi:10.1097/00005650-199533020-00005

Cited by 50 publications

(7 citation statements)

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“…In recent studies, the argument about the physician leadership advantage (Molinari et al, 1995) has resurfaced through evidence of the strong relationship between expert leadership and hospital performance (Angood and Shannon, 2014;Careau et al, 2014;Stoller et al, 2016). Physician-led hospitals experienced improved patient outcomes (Imison and Giordano, 2009;Falcone and Satiani, 2008), enjoyed higher financial performance and had 25% overall quality scores higher than those run by non-physicians (Gupta, 2019).…”

Section: Introductionmentioning

confidence: 99%

The physician CEO advantage and hospital performance during the COVID-19 pandemic: capacity utilization and patient satisfaction

Belasen

Feng

2023

JHOM

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PurposePrior studies have shown that physician-led hospitals have several advantages over non-physician-led hospitals. This study seeks to test whether these advantages also extend to periods of extreme disruptions such as the COVID-19 pandemic, which affect bed availability and hospital utilization.Design/methodology/approachThe authors utilize a bounded Tobit estimation to identify differences in patient satisfaction rates and in-hospital utilization rates of top-rated hospitals in the United States.FindingsAmong top-rated US hospitals, those that are physician-led achieve higher patient satisfaction ratings and are more likely to have higher utilization rates.Research limitations/implicationsWhile the COVID-19 pandemic generated greater demand for inpatient beds, physician-led hospitals improved their hospitals’ capacity utilization as compared with those led by non-physician leaders. A longitudinal study to show the change over the years and whether physician Chief Executive Officers (CEOs) are more likely to improve their hospitals’ ratings than non-physician CEOs is highly recommended.Practical implicationsRecruiting and retaining physicians to lead hospitals, especially during disruptions, improve hospital’s operating efficiency and enhance patient satisfaction.Originality/valueThe paper reviews prior research on physician leadership and adds further insights into the crisis leadership literature. The authors provide evidence based on quantitative data analysis that during the COVID-19 pandemic, physician-led top-rated US hospitals experienced an improvement in operating efficiency.

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Section: Introductionmentioning

confidence: 99%

The physician CEO advantage and hospital performance during the COVID-19 pandemic: capacity utilization and patient satisfaction

Belasen

Feng

2023

JHOM

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“…21 Administrators play an important role in policy and financial issues. 22,23 Patients also form an integral part of residents' training and are increasingly involved in decision-making. [24][25][26] Each stakeholder group brings a unique perspective to the issue of value and costs.…”

Section: Introductionmentioning

confidence: 99%

High-Value, Cost-Conscious Care Attitudes in the Graduate Medical Education Learning Environment: Various Stakeholder Attitudes That Residents Misjudge

et al. 2020

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Background Training residents in delivering high-value, cost-conscious care (HVCCC) is crucial for a sustainable healthcare. A supportive learning environment is key. Yet, stakeholders’ attitudes toward HVCCC in residents’ learning environment are unknown. Objective We aimed to measure stakeholders’ HVCCC attitudes in residents’ learning environment, compare these with resident perceptions of their attitudes, and identify factors associated with attitudinal differences among each stakeholder group. Design We conducted a cross-sectional survey across the Netherlands between June 2017 and December 2018. Participants Participants were 312 residents, 305 faculty members, 53 administrators, and 1049 patients from 66 (non)academic hospitals. Main Measures Respondents completed the Maastricht HVCCC Attitude Questionnaire (MHAQ), containing three subscales: (1) high-value care, (2) cost incorporation, (3) perceived drawbacks. Additionally, resident respondents estimated the HVCCC attitudes of other stakeholders, and answered questions on job demands and resources. Univariate and multivariate analyses were used to analyze data. Key Results Attitudes differed on all subscales: faculty and administrators reported more positive HVCCC attitudes than residents (p ≤ 0.05), while the attitudes of patients were less positive (p ≤ 0.05). Residents underestimated faculty’s (p < 0.001) and overestimated patients’ HVCCC attitudes (p < 0.001). Increasing age was, among residents and faculty, associated with more positive attitudes toward HVCCC (p ≤ 0.05). Lower perceived health quality was associated with less positive attitudes among patients (p < 0.001). The more autonomy residents perceived, the more positive their HVCCC attitude (p ≤ 0.05). Conclusions Attitudes toward HVCCC vary among stakeholders in the residency learning environment, and residents misjudge the attitudes of both faculty and patients. Faculty and administrators might improve their support to residents by more explicitly sharing their thoughts and knowledge on HVCCC and granting residents autonomy in clinical practice.

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“…Como as variáveis são analisadas em conjunto não é possível afirmar que necessariamente esse resultado contraria a literatura e os resultados de (Abor, 2015;Molinari et al, 1995;Veronesi et al, 2013), pois é possível que uma das variáveis isoladamente tenha relação com o desempenho operacional, só é possível dizer que não tem como conjunto.…”

Section: Discussão Dos Resultadosunclassified

“…A profissão, especificamente se são ou não profissionais de saúde, é características observáveis dos membros do conselho de administração em hospitais que tem sido estudadas por diversos autores. A presença de médicos nos conselhos já foi relacionada com maior nível de qualidade (Veronesi et al, 2013), desempenho operacional (Molinari, Alexander, Morlock, & Lyles, 1995) e desempenho financeiro (Molinari, Morlock, Alexander, & Lyles, 1993).…”

Section: Proporção De Profissionais De Saúde No Conselhounclassified

“…Nessa linha um maior nível de independência do conselho está associado com um maior nível de desempenho, gerando a seguinte hipótese: Sendo que gestores com determinadas características considerados mais capazes de fazer seu trabalho de monitoramento e que isso leva a um melhor desempenho. Especificamente em organizações de saúde (hospitais nessa pesquisa) algumas pesquisas mostram que a formação dos gestores em saúde geralmente está associada a um melhor desempenho do hospital, como maior nível de qualidade (Veronesi et al, 2013), desempenho operacional (Molinari et al, 1995) e desempenho financeiro (Molinari et al, 1993) e de taxa de ocupação (Abor, 2015).…”

Section: Hipóteses Do Estudounclassified

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O conselho de administração e o desempenho de hospitais sem fins lucrativos brasileiros

Chiareto¹

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Does the Hospital Board Need a Doctor?

Cited by 50 publications

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The physician CEO advantage and hospital performance during the COVID-19 pandemic: capacity utilization and patient satisfaction

The physician CEO advantage and hospital performance during the COVID-19 pandemic: capacity utilization and patient satisfaction

High-Value, Cost-Conscious Care Attitudes in the Graduate Medical Education Learning Environment: Various Stakeholder Attitudes That Residents Misjudge

O conselho de administração e o desempenho de hospitais sem fins lucrativos brasileiros

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