Victorian public healthcare Chief Executive Officers' views on renewable energy supply

2021 ◽  
Vol 45 (1) ◽  
pp. 7
Author(s):  
Hayden Burch ◽  
Forbes McGain
Keyword(s):  
Health Care ◽  
Renewable Energy ◽  
Environmental Sustainability ◽  
Chief Executive Officers ◽  
Energy Supply ◽  
Chief Executive ◽  
Public Healthcare ◽  
Electricity Supply ◽  
Renewable Electricity ◽  
Executive Officers

ObjectiveIdentify the views of healthcare leaders towards public healthcare’s carbon footprint; the importance or not of healthcare energy supply and sources and; the perceived key barriers for Victorian health care to show leadership on renewable energy sources and supply. MethodsSelf-administered questionnaire (10 Likert scale, two open-ended questions) among 24 Victorian Health Chief Executive Officers (CEOs). Responses were anonymous. Descriptive analysis was conducted. ResultsOverall, 13/24 (54%) of CEOs responded. A majority (11/13) agreed that climate change is causing real and accelerating harm to health and the environment, with impacts on patients, staff and services a current issue. One hundred percent (13/13) saw leadership by the public healthcare sector on environmental sustainability as an important responsibility (strongly agreed, 9/13 (69%); agreed, 4/13 (31%)), with most CEOs supporting their institution increasing the amount of renewable electricity supply over-and-above grid levels (strongly agreed, 3/13 (23%); agreed, 9/13 (69%)). However, support for renewable electricity was, for the most part, aspirational and not perceived as a current priority. The key perceived barriers to increasing renewable electricity supply were Health Purchasing Victoria contract and financial constraints. ConclusionsHealth care itself has a carbon footprint. Public healthcare CEOs are supportive of their institutions increasing use of renewable electricity supply, yet perceived barriers regarding inflexible and poorly transparent purchasing contracts and financial cost exist. What is known about the topic?Australian health care contributes ~7 percent to Australia’s total carbon emissions, with hospital energy consumption (coal-generated electricity and natural/fossil gas) a large majority. An executive level champion is a consistent factor across health services that are taking the lead on environmental sustainability. What does this paper add?Our research is original in understanding the views of Victorian public healthcare CEOs on climate change, renewable energy supply and key barriers to increasing uptake. A majority of public healthcare CEOs see energy choices as an important issue for their patients, staff and institution, and that greater leadership should be shown by health care in light of the urgency required to address greenhouse gas emissions. However, support for renewable electricity was, for the most part, aspirational, with specific barriers identified across the healthcare network. What are the implications for practitioners?This research provides information that can inform a pathway to healthcare decarbonisation via sector-wide action.

A Trend Analysis of Succession Planning in Health Care as Perceived by Chief Executive Officers in US Hospitals

2016 ◽  
Vol 35 (4) ◽  
pp. 333-339 ◽  
Author(s):  
Sandra K. Collins ◽  
Richard McKinnies ◽  
Cristian Lieneck ◽  
Sandra Watts
Keyword(s):  
Health Care ◽  
Trend Analysis ◽  
Succession Planning ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Executive Officers

New Evidence on the Compensation of Chief Executive Officers at Nonprofit U.S. Hospitals

2019 ◽  
Vol 77 (5) ◽  
pp. 498-506
Author(s):  
Karen Mulligan ◽  
Seema Choksy ◽  
Catherine Ishitani ◽  
John A. Romley
Keyword(s):  
Health Care ◽  
Nonprofit Organizations ◽  
Chief Executive Officers ◽  
Ceo Compensation ◽  
Chief Executive ◽  
The United States ◽  
Nonprofit Hospitals ◽  
Hospital Size ◽  
Publicly Traded Companies ◽  
Executive Officers

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.

scholarly journals Physician versus non-physician CEOs: The effect of a leader’s professional background on the quality of hospital management and health care

2019 ◽  
Vol 8 (5) ◽  
pp. 47
Author(s):  
Amol Gupta
Keyword(s):  
Health Care ◽  
Chief Executive Officers ◽  
Hospital Management ◽  
Chief Executive ◽  
The United States ◽  
Physician Leadership ◽  
Medical Background ◽  
Original Intention ◽  
Executive Officers

Since 1935, the number of hospitals managed by chief executive officers (CEOs) who are also physicians has decreased by 90%. Today, only 5% of hospitals in the United States are run by CEOs with a medical degree. However, higher ranked hospitals are more commonly run by CEOs with physician backgrounds. Additionally, overall quality scores in physician-run hospitals were 25% higher than those run by non-physicians. It is not clear whether this association between physician management and a higher quality of hospital management and health care results from the CEO’s professional (medical) background. Considering this, the following editorial discusses what characteristics of physicians and non-physicians may influence their capacity to lead a hospital and how that may impact the quality of management and health care within a hospital. Ultimately, this article aims to further the debate over physician versus. non-physician leadership, building a foundation for further research that may determine the characteristics of a CEO that are essential to guiding positive change in their hospital, refocusing health care back to its original intention: patient care.

The Role of Consumers in Health Care Decision Making

1997 ◽  
Vol 10 (2) ◽  
pp. 25-32 ◽  
Author(s):  
Kathleen Ahearn ◽  
Marguerite Donohue ◽  
Pran Manga
Keyword(s):  
Health Care ◽  
Decision Making ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Consumer Involvement ◽  
Board Members ◽  
Health Care Decision ◽  
Executive Officers ◽  
Care Decision

This paper focuses on the results of a survey of chief executive officers and consumer board members of Ontario hospitals and community health centres regarding the role of consumers in health care decision making. The opinions of both the chief executive officer and consumer board member respondents were elicited regarding the value of consumer input in decision making for the organizations studied. Results indicate that consumer board members feel that their input into organizational decision making is valued, chief executive officers value the input of consumers, and consumer involvement in decision making is increasing. More women are now involved on boards of the organizations studied, but visible minority representation remains low on hospital boards. Consumer board members feel that their decision making is influenced by providers on the board.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

scholarly journals Toward a Working Model of Leadership in Nonprofit Sport Governance

2019 ◽  
Vol 33 (3) ◽  
pp. 189-202 ◽  
Author(s):  
Ian O’Boyle ◽  
David Shilbury ◽  
Lesley Ferkins
Keyword(s):  
Chief Executive Officers ◽  
Leadership Skills ◽  
Chief Executive ◽  
Future Research ◽  
Limited Attention ◽  
Study Approach ◽  
Working Model ◽  
Executive Officers ◽  
Scholarly Discourse

The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model.

In retrospect: The influence of chief executive officers’ historical relative pay on overconfidence

2021 ◽  
pp. 147612702110048
Author(s):  
J Daniel Zyung ◽  
Wei Shi
Keyword(s):  
Chief Executive Officers ◽  
Empirical Support ◽  
Chief Executive ◽  
Firm Level ◽  
Self Confidence ◽  
Self Worth ◽  
Executive Officers ◽  
Leadership Research ◽  
The Relationship

This study proposes that chief executive officers who have received over their tenure a greater sum of total compensation relative to the market’s going rate become overconfident. We posit that this happens because historically overpaid chief executive officers perceive greater self-worth to the firm whereby such self-serving attribution inflates their level of self-confidence. We also identify chief executive officer- and firm-level cues that can influence the relationship between chief executive officers’ historical relative pay and their overconfidence, suggesting that chief executive officers’ perceived self-worth is more pronounced when chief executive officers possess less power and when their firm’s performance has improved upon their historical aspirations. Using a sample of 1185 firms and their chief executive officers during the years 2000–2016, we find empirical support for our predictions. Findings from this study contribute to strategic leadership research by highlighting the important role of executives’ compensation in creating overconfidence.

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