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.

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.

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

scholarly journals Strategic Communication and Competitive Advantage: Assessing CEO Letters of Global Airline Alliances

2021 ◽  
Vol 13 (1) ◽  
pp. 57-72
Author(s):  
Gang-Hoon Seo ◽  
Munehiko Itoh ◽  
Zhonghui Li
Keyword(s):  
Competitive Advantage ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Strategic Communication ◽  
Aviation Industry ◽  
Competitive Advantages ◽  
Differentiation Strategy ◽  
Airline Alliances ◽  
Executive Officers

Abstract For the last several decades, global airline alliances have ensured their market presence in the aviation industry. Scholars have focused on the effects of alliance affiliation for airlines and what the competitive advantages of alliances are. However, these issues have been discussed in relation to operational aspects. The quality of strategic communication can be an important factor in achieving a competitive advantage and realizing a differentiation strategy. This study assessed the differences in quality of strategic communication between the three leading alliance groups (oneworld, SkyTeam, and Star Alliance) and a non-alliance group. Comprehensive content analysis was implemented using the letters of chief executive officers (CEOs) of 46 airlines. We found that the non-alliance group has more ideal CEO letters than the alliance groups, and the main topics and quality of CEO letters of alliance group differed. This study provides a novel insight into the competitive advantage of global airline alliances.

The Birth of the Business Roundtable

2013 ◽  
Author(s):  
Benjamin C. Waterhouse
Keyword(s):  
Financial Services ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
The United States ◽  
Business Leaders ◽  
Business Lobbying ◽  
History Of ◽  
Business Roundtable ◽  
Dramatic Shift ◽  
Executive Officers

This chapter demonstrates how the Business Roundtable—a consortium of chief executive officers from approximately one hundred and fifty of America's largest publicly and privately held corporations—holds a unique place in the history of business lobbying. It emerged in direct response to business's crisis of confidence and quickly became a powerful symbol of business leaders' desire to shape politics as well as an expression of their collective power. The first decade of the Roundtable's activism coincided with the dramatic shift of production away from the United States, the permanent decline of both productivity growth and unionization, and the supplanting of manufacturing by financial services as the nation's most important industry. The specific policy threats that drove the leaders of American big business to create the Business Roundtable reflected these shifting dynamics.

scholarly journals Why East Asians but not South Asians are underrepresented in leadership positions in the United States

2020 ◽  
Vol 117 (9) ◽  
pp. 4590-4600 ◽  
Author(s):  
Jackson G. Lu ◽  
Richard E. Nisbett ◽  
Michael W. Morris
Keyword(s):  
United States ◽  
Chief Executive Officers ◽  
South Asians ◽  
Chief Executive ◽  
The United States ◽  
Leadership Positions ◽  
East Asians ◽  
Cultural Fit ◽  
Bamboo Ceiling ◽  
Executive Officers

Well-educated and prosperous, Asians are called the “model minority” in the United States. However, they appear disproportionately underrepresented in leadership positions, a problem known as the “bamboo ceiling.” It remains unclear why this problem exists and whether it applies to all Asians or only particular Asian subgroups. To investigate the mechanisms and scope of the problem, we compared the leadership attainment of the two largest Asian subgroups in the United States: East Asians (e.g., Chinese) and South Asians (e.g., Indians). Across nine studies (n= 11,030) using mixed methods (archival analyses of chief executive officers, field surveys in large US companies, student leader nominations and elections, and experiments), East Asians were less likely than South Asians and whites to attain leadership positions, whereas South Asians were more likely than whites to do so. To understand why the bamboo ceiling exists for East Asians but not South Asians, we examined three categories of mechanisms—prejudice (intergroup), motivation (intrapersonal), and assertiveness (interpersonal)—while controlling for demographics (e.g., birth country, English fluency, education, socioeconomic status). Analyses revealed that East Asians faced less prejudice than South Asians and were equally motivated by work and leadership as South Asians. However, East Asians were lower in assertiveness, which consistently mediated the leadership attainment gap between East Asians and South Asians. These results suggest that East Asians hit the bamboo ceiling because their low assertiveness is incongruent with American norms concerning how leaders should communicate. The bamboo ceiling is not an Asian issue, but an issue of cultural fit.

Passion in executive mentoring influences organizational innovativeness

2018 ◽  
Vol 46 (2) ◽  
pp. 219-231
Author(s):  
James Hatch Moore ◽  
Zhongming Wang
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Organizational Improvement ◽  
Organizational Innovativeness ◽  
Confirmatory Factor ◽  
Managerial Implications ◽  
Opposite View ◽  
Executive Officers ◽  
First Time

Mentoring is a popular resource for individual and organizational improvement. In this study we examined for the first time passion in executive mentoring as a potential approach to developing organizational innovativeness. In most previous studies the executives, for example, chief executive officers, were the mentors, but we took the opposite view, namely, the executives were the mentees. Results confirmed the hypotheses that the executive's perception of the mentor's passion was positively related to the executive's perception of organizational innovativeness, through the quality of mentoring and cognitive adaptability. Confirmatory factor analysis and regression analysis confirmed the validity of the results. Results demonstrated the value of passion in executive mentoring and the subsequent link to organizational innovativeness via the quality of mentoring and cognitive adaptability. Theoretical and managerial implications and directions for further research are discussed.

scholarly journals Nonmonetary Benefits, Quality of Life, and Executive Compensation

2013 ◽  
Vol 48 (1) ◽  
pp. 197-218 ◽  
Author(s):  
Xin Deng ◽  
Huasheng Gao
Keyword(s):  
Quality Of Life ◽  
Executive Compensation ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Living Environment ◽  
Nonmonetary Benefits ◽  
High Crime ◽  
Executive Officers ◽  
High Crime Rate

AbstractWe examine the effects of nonmonetary benefits on overall executive compensation from the perspective of the living environment at the firm headquarters. Companies in polluted, high crime rate, or otherwise unpleasant locations pay higher compensation to their chief executive officers (CEOs) than companies located in more livable locations. This premium in pay for quality of life is stronger when firms face tougher competition in the managerial labor market, when the CEO is hired from outside, and when the CEO has short-term career concerns. Overall, the geographic desirability of the corporate headquarters is an effective substitute for CEO monetary pay.

Manager traits and quality-of-care performance in hospitals

2015 ◽  
Vol 28 (3) ◽  
pp. 200-215 ◽  
Author(s):  
Kjeld Harald Aij ◽  
René L.M.C. Aernoudts ◽  
Gepke Joosten
Keyword(s):  
Quality Of Care ◽  
Organizational Performance ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Content Type ◽  
Lean Transformation ◽  
Executive Officers ◽  
The Impact ◽  
Care Performance

Purpose – This paper aims to assess the impact of the leadership traits of chief executive officers (CEOs) on hospital performance in the USA. The effectiveness and efficiency of the CEO is of critical importance to the performance of any organization, including hospitals. Management systems and manager behaviours (traits) are of crucial importance to any organization because of their connection with organizational performance. To identify key factors associated with the quality of care delivered by hospitals, the authors gathered perceptions of manager traits from chief executive officers (CEOs) and followers in three groups of US hospitals delivering different levels of quality of care performance. Design/methodology/approach – Three high- and three low-performing hospitals were selected from the top and bottom 20th percentiles, respectively, using a national hospital ranking system based on standard quality of care performance measures. Three lean hospitals delivering intermediate performance were also selected. A survey was used to gather perceptions of manager traits (providing a modern or lean management system inclination) from CEOs and their followers in the three groups, which were compared. Findings – Four traits were found to be significantly different (alpha < 0.05) between lean (intermediate-) and low-performing hospitals. The different perceptions between these two hospital groups were all held by followers in the low-performing hospitals and not the CEOs, and all had a modern management inclination. No differences were found between lean (intermediate-) and high-performing hospitals, or between high- and low-performing hospitals. Originality/value – These findings support a need for hospital managers to acquire appropriate traits to achieve lean transformation, support a benefit of measuring manager traits to assess progress towards lean transformation and lend weight to improved quality of care that can be delivered by hospitals adopting a lean system of management.

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.

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.

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