Incoming and Outgoing Hospital CEOs: What Kind of Help Do They Want?

Khaliq, Amir A.; Walston, Stephen L.; Thompson, David M.

doi:10.3200/htps.85.4.10-16

Cited by 6 publications

(5 citation statements)

References 3 publications

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“…Competitors take advantage of CEO turnover as it creates a window of opportunity for them to increase market share via increased marketing, expansion, and enticing important staff from the CEO-less hospital [37]. These competitive practices can highly influence a hospital as one-sixth of CEOs turnover every year [38]. Additionally, as hospital competition in an area increases, the different behaviors associated with hospital ownership decrease [33].…”

Section: Discussionmentioning

confidence: 99%

Hands and gloves: The relationship between CEOs and organizational context in U.S. hospitals

Silvera¹,

Hamadi

Tafili

2021

International Journal of Healthcare Management

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The upper echelons perspective states that the backgrounds and experiences of strategic managers, especially CEOs, influence organization performance. This study seeks to determine if there is a corresponding variety in the demographic and experiential backgrounds of hospital CEOs relates to hospital profit status, rurality, and competition. Multivariable logistic regression is used to examine a sample of 407 hospital-CEO dyads, created by merging a nationally representative random sample of hospital CEOs (2009-2011), the American Hospital Association database (2013), and Medicare Cost Report Database (2009-2011). The results show significant differences between For-profit (FP) and Not-for-profit (NFP) hospital CEOs, as NFP CEOs are more likely to be older and to have longer tenures within their organizations than their FP counterparts. These results hold even as hospital's organizational and environmental contexts become similar in terms of rurality and levels of competition. Given the finding that there are differences between hospital CEO backgrounds based on organizational and environmental contexts, future scholarship should examine the degree to which these differences influence hospital performance and care quality outcomes so that hospital governing boards might consider the degree to which executives' demographic backgrounds and professional experiences align with the hospital's strategic mission, vision, and goals.

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Section: Discussionmentioning

confidence: 99%

Hands and gloves: The relationship between CEOs and organizational context in U.S. hospitals

Silvera¹,

Hamadi

Tafili

2021

International Journal of Healthcare Management

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“…1. The genesis of the research associated with this paper was a number of authors who suggested that succession management could pose significant challenges within the healthcare sector as Baby Boomers begin to attain retirement eligibility (Alpi, 2007;Blakesely, 2011;Cashman, 2001;Feeg, 2008;Fibuch and Van Way, 2012;Groves, 2007;Hart, 2007;Ip and Jacobs, 2006;Khaliq et al, 2006Khaliq et al, , 2007Kim, 2012;Kiyonaga, 2004;Knudson, 2014;Lewis, 2009;Lopez, 2012;McAlearney and Sinioris, 2010;Montgomery and Oladapo, 2014;Oladapo, 2014;Pennell, 2010;Redman, 2003;Reid and Gilmour, 2009;Vasquez, 2014;Walker, 2005).…”

Section: Notesmentioning

confidence: 99%

“…This is of particular importance in the contemporary, rapidly changing healthcare environment where some organizations are already experiencing shortages of qualified replacements (Coonan, 2005). In fact, every year, it is estimated that one in every six hospital executives retires or moves to a new position (Khaliq et al, 2007); to focus principally on senior executive roles within healthcare, however, lends dysfunction to organizational succession planning (Fibuch and Van Way, 2012;Fried and Fottler, 2008). Among other professionals among the healthcare industry, it is notable that of the approximate 798,000 physicians practicing within the USA, roughly 322,000 (approximately 40 percent) are 55 and older (approximately 50 percent of professional nurses are also reaching retirement age; American Association of Colleges of Nursing, 2014; Association of American Medical Colleges, 2010;Rich, 2014) [2].…”

mentioning

confidence: 99%

“…Remaining mindful of this type of information then, one may find it alarming that of the approximate 600,000 healthcare organizations in the USA, two-thirds are believed to have no definable succession management plan and only 21 percent of freestanding hospitals (less than 6,000 nationwide) surveyed have engaged in any type of succession planning (Anonymous, 2005;Coonan, 2005;Fried and Fottler, 2008;Khaliq et al, 2007). It seems clear, therefore, that succession management and planning should be more of a priority within the healthcare sector.…”

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confidence: 99%

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Healthcare succession management: are we ready?

VanVactor¹

2015

International Journal of Public Leadership

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Purpose – The purpose of this paper is to present practicing management professionals with a model related to succession management and planning. Design/methodology/approach – Using a review of existent literature, this work examines and expounds upon the impact of succession management and planning as a potential genesis of, and an opportunity to mitigate, organizational problems related to senior executive turnover. Findings – This manuscript presents a succession management and planning model for practicing professionals that is based on three key tenets: first, a plan (of some sort) is necessary for corporate resilience and sustainability; second, an organization has in inherent responsibility and need to plan for replacements and prioritize allocation of resources; and third, succession management planning aids in the establishment of organizational resilience and stability amid contingencies. Practical implications – This work examines how, ultimately, succession management and planning is a means to risk/crisis management aimed at reducing gaps and associated problems related to changes among human capital distribution. Social implications – While this work is written with emphasis placed upon managing transition among healthcare organizations and personnel, the information is equally relevant and applicable to a broader audience. In an applied sense, this model provides management professionals with concepts related to orchestrating change at both the individual and organizational levels. Originality/value – While there is a dearth of literature examining succession management in a variety of industries, little information is directed specifically toward healthcare. This manuscript provides concepts related to effective risk mitigation via defined succession management and planning.

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“…Change also involves the delta created by the loss of collective knowledge and experience of the incumbent organization's personnel. The gaps created between the incumbent and successor organizations can affect personnel's moods and can contribute significantly to organizational instability (Khaliq et al, 2007).…”

Section: Condition Settingmentioning

confidence: 99%

The challenge of success: allowing leaders to lead

VanVactor¹

2011

International Journal of Leadership in Public Services

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Purpose -The purpose of this paper is to present a collaborative communications model and relate information to succession planning for organizations facing imminent change. Design/methodology/approach -Using a review of existent literature, this work examines and expounds upon the impact of planning effectively for transitions between entities. Findings -The paper presents a collaborative communications model for a manager that is based on four tenets -condition setting, planning, execution, and process evaluation. Within each of these tenets are elements of communication, mentorship, leader development, and acceptance (trust) among stakeholders to ensure two entities transition appropriately. Practical implications -Key tenets of leadership are often missed when developing strategies for organizational transition. This work examines how communicating collaboratively is linked to succession management and can aid managers in understanding some implications of ill-developed planning efforts. Social implications -In an applied sense, this model provides health care managers with concepts related to effective change at both the individual and organizational levels. While this work is directed toward managing transition among health care organizations and personnel, the information is equally applicable to a broader audience. Originality/value -While there is a dearth of literature examining succession management in a variety of industries, little information is directed specifically toward health care leadership. This paper provides concepts related to effective risk mitigation in succession management.

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Incoming and Outgoing Hospital CEOs: What Kind of Help Do They Want?

Cited by 6 publications

References 3 publications

Hands and gloves: The relationship between CEOs and organizational context in U.S. hospitals

Hands and gloves: The relationship between CEOs and organizational context in U.S. hospitals

Healthcare succession management: are we ready?

The challenge of success: allowing leaders to lead

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