Authentic leadership in healthcare organizations: A study of 14 chief executive officers and 70 direct reports

2019 ◽  
Vol 33 (3) ◽  
pp. 140-144
Author(s):  
Marcy Saxe-Braithwaite ◽  
Sylvia Gautreau
Keyword(s):  
Chief Executive Officers ◽  
Authentic Leadership ◽  
Chief Executive ◽  
Healthcare Organizations ◽  
Senior Leaders ◽  
Healthcare Leadership ◽  
Direct Reports ◽  
Authentic Leadership Questionnaire ◽  
Leadership Curriculum ◽  
Executive Officers

There is limited research on authentic leadership in senior leaders of healthcare organizations. The purpose of this study was to investigate authentic leadership from the perspectives of 14 healthcare Chief Executive Officers (CEOs) and 70 senior-level direct reports using the validated Authentic Leadership Questionnaire (ALQ) and one-on-one interviews. CEOs also completed a 20-hour leadership curriculum focusing on authentic leadership. Although CEOs rated themselves higher than their direct reports on the total ALQ, it only approached significance ( P = .060). Ratings on the four component parts of the ALQ were also higher, but only one was significant ( P = .025) with a trend toward significance on another ( P = .61). The CEOs’ scores were slightly higher after their self-directed study but only one component was significant ( P = .040). Interviews with the CEOs and direct reports underscore how healthcare leadership and authentic leadership specifically is viewed depending on organizational roles.

The Cohort Model

2018 ◽  
pp. 36-55
Author(s):  
Terese Wallack Waldron ◽  
Joe DiAngelo
Keyword(s):  
Higher Education ◽  
Chief Executive Officers ◽  
Professional Training ◽  
Organizational Capacity ◽  
Chief Executive ◽  
Healthcare Organizations ◽  
Healthcare Leadership ◽  
Mba Programs ◽  
Leadership Pipeline ◽  
Executive Officers

This chapter is written through the reflective and analytic lens of a Business School Dean with 35 years in higher education and focuses on the trends and future of the healthcare industry. Specifically, the chapter examines the planning, implementation, and identified outcomes of a cohort designed Executive MBA program. The issues highlighted in the first half of the chapter relate to 1) investing in individuals and the organizations they serve, 2) enhancing organizational capacity, and 3) implementation of pragmatic strategies to ensure an organizational leadership pipeline. The second half of the chapter suggests strategies as to how Chief Executive Officers, healthcare organizations, and partnering higher education institutions can develop both individualized MBA programs and professional training to ensure the development and retention of an energized healthcare leadership pipeline consisting of individual team leaders and change agents.

scholarly journals Attentional Engagement as Practice: A Study of the Attentional Infrastructure of Healthcare Chief Executive Officers

2021 ◽  
Author(s):  
Davide Nicolini ◽  
Maja Korica
Keyword(s):  
Chief Executive Officers ◽  
Central Element ◽  
Chief Executive ◽  
Healthcare Organizations ◽  
Quality Of Information ◽  
Attentional Engagement ◽  
Multiple Issues ◽  
Executive Officers ◽  
Over Time

In this paper, we investigate the attentional engagement of chief executive officers (CEOs) of large healthcare organizations in England. We study attention ethnographically as something managers do—at different times, in context, and in relation to others. We find that CEOs match the challenges of volume, fragmentation, and variety of attentional demands with a bundle of practices to activate attention, regulate the quantity and quality of information, stay focused over time, and prioritize attention. We call this bundle of practices the CEO’s attentional infrastructure. The practices that compose the attentional infrastructure work together to ensure that CEOs balance paying too much with paying too little attention, sustain attention on multiple issues over time, and allocate attention to the issues that matter, while avoiding becoming swamped by too many other concerns. The attentional infrastructure and its component practices are constantly revised and adapted to match the changes in the environment and ensure that managers remain on top of the things that matter to them. The idea of a practice-based attentional infrastructure advances theory by expanding and articulating the concept of attentional engagement, a central element in the attention-based view of the firm. We also demonstrate the benefits of studying attention as practice, rather than as an exclusively mental phenomenon. Finally, we contribute to managerial practice by introducing a set of categories that managers can use to interrogate their existing attentional practices and address attentional traps and difficulties.

Chief executive officers: agents of change for gender equality

2021 ◽  
Vol 29 (6) ◽  
pp. 15-17
Keyword(s):  
Gender Equality ◽  
Chief Executive Officers ◽  
Change Agents ◽  
Chief Executive ◽  
Senior Leaders ◽  
Content Type ◽  
Gender Essentialism ◽  
Telephone Interviews ◽  
Agents Of Change ◽  
Executive Officers

Purpose The purpose of this study is to examine the arguments that CEOs deploy in relation to gender equality. Design/methodology/approach Data is gathered from telephone interviews carried out with CEOs from a range of industries and global locations who have publicly declared their support for gender equality. Discourse analysis is then used to understand the arguments deployed by the CEOs. Findings Three winning arguments are identified: women bring special skills to the workplace, the best person should be hired for the job and biases and privilege exist in the workplace and need to be acknowledged. Practical implications Therefore CEOs could have more impact as change agents by focusing on changing gendered systems and structures in their arguments rather than holding on to beliefs centered around gender essentialism and merit. Originality/value This paper has an original approach in suggesting that senior leaders talk in relation to gender equality promotes continuity rather than change.

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.

scholarly journals Leadership or luck? Randomization inference for leader effects in politics, business, and sports

2021 ◽  
Vol 7 (4) ◽  
pp. eabe3404
Author(s):  
Christopher R. Berry ◽  
Anthony Fowler
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Anecdotal Evidence ◽  
Political Leaders ◽  
Quantitative Test ◽  
Wide Range ◽  
Randomization Inference ◽  
Executive Officers ◽  
Sports Coaches

Anecdotal evidence suggests that some leaders are more effective than others but observed differences in outcomes between leaders could be attributable to chance variation. To solve this inferential problem, we develop a quantitative test of leader effects that provides more reliable inferences than previous strategies, and we implement the test in the settings of politics, business, and sports. We find significant effects of political leaders, particularly in nondemocracies. We find little evidence that chief executive officers influence the performance of their firms. In addition, we find clear evidence that sports coaches matter for a wide range of outcomes in football, basketball, baseball, and hockey.

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