Values in hospital leadership: a case study of a highly performing health system
by Valerie A. Storey, Thomas E. Beeman, Malcolm O. Asadoorian III, Amanda P. Cartwright
International Journal of Behavioural and Healthcare Research (IJBHR), Vol. 1, No. 1, 2008

Abstract: In the last decade, the economics of healthcare have undergone a dramatic change. Hospital leadership has the challenge of balancing concurrent and competing claims for resources. Executive hospital leadership has the ability to affect the type and quality of healthcare services provided to constituents through their organisational decision-making; however, relatively little is known regarding the values of executive hospital leadership. This study identifies the individual values of those in executive leadership roles in a healthcare system and ascertains how an individual's value system develops. It also examines whether or not values guide decision-making, and if these values are in conflict or compromised. In general, the results indicate that executive healthcare leadership possesses values that can be articulated and prioritised, and that a value-compromise is necessary at some point in their career. Moreover, individual and organisational values are evidenced as being congruent, benefiting the organisational leadership, culture and efficiency.

Online publication date: Sat, 24-May-2008

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