Dealing With Pluralism: Managerial Work of CEOs in Italian Public Healthcare Organizations
Abstract Background: Healthcare organizations are extremely complex, and the work of their CEOs is particularly demanding, especially in the public sector. However, we know little about how healthcare executives’ managerial work unfolds. Drawing from scholarship on pluralistic organizations and managerial work, we answer the questions: what is the content of managerial work of executives in public healthcare? How do CEOs deal with pressures from internal and external stakeholders while maintaining a strategic agenda?Methods: We adopted a mixed method with a survey to measure CEO behaviors, coding CEOs time for four weeks; a questionnaire to understand the strategic dimensions of interactions; interviews of senior CEOs.Results: CEOs in Italian public healthcare devote most of their time to interactions, by and large responding to pressures by internal stakeholders. Although half of this time is perceived as occupied in answering operational requests, this is necessary to nurture relations, create networks and develop alliances and consensus, which are functional in achieving CEOs’ strategic agenda.Conclusions: CEOs in public healthcare must deal with enormous contextual pressures and cannot manage the complexity but are called to manage within the complexity, fostering involvement in decision making, building networks, and establishing alliances. Amidst ambiguity and fragmentation, executives need to find solutions to perform their managerial work without being entrapped by stakeholders’ pressures, thanks to effective stakeholder management as well as delegation.Trial registration: The article does not report the results of a health care intervention on human participants, and material used in the research did not need ethical approval according to Italian law.