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Presidents, CEOs, and the New Healthcare Leadership Model



Some hospital CEOs, used to captaining their own ships, are finding that healthcare reform means there are fewer opportunities to run things as they see fit. Maybe that's a good thing.



1 comments on "Presidents, CEOs, and the New Healthcare Leadership Model"
R Daniel King (6/13/2014 at 5:05 PM)

Another kumbaya trend for the inefficient, quality challenged healthcare delivery system. If a hospital needs a mega-system to acquire it, then it has a serious senior leadership problem. There are two types of leaders. The predominate leader in healthcare leads from behind and takes pride in being unengaged in the details causing him/her to use political skills to avoid individual accountability in the failure of his/her vague and grand strategies as his/her primary focus is professional advancement, power and personal financial gains. This leader fosters a political environment and mistrust in a demoralized unengaged workforce creating a culture of failure. This organization is looking for a sugar daddy willing to support the status and unengaged leadership will welcome what they will perceive as even an easier way to remain unengaged. The second, is a leader who is engaged in the details which becomes the basis of his/her grand strategies and leads from the front utilizing his/her political skills to achieve an universal accountable environment that leads to trust and an inspired workforce ready to effectively [INVALID] any strategy that pursues excellence in patient and financial outcomes creating a culture of accountability. A mega-system with a culture of accountability (a rarity) will need a "nanny team" of proven leaders and experts who are temporarily onsite with full power to analyze, train, counsel, discipline and yes fire the board of directors, president, ceo, cfo etc. who do not understand how their lack of leadership skills have led to a culture of failure and they are incapable of fostering a culture of accountability. You do not take power away from an accountable leader, you empower him/her to take the mega-system values, performance, etc. and improve them in harmony with the mega-systems leadership. This is how a mega-system finds and develops great leadership at all levels and how it remains nimble and ahead of competition and government in this constant state of flux we call a healthcare delivery system.