Executive Leadership Research Articles

Advancing excellence: A strategic framework for organisational effectiveness in advancement

From fiscal years 2010 to 2020, the University of Texas at El Paso (UTEP) raised an average of USD$14.2m per year, an amount far below what is expected from a university that has been around for more than 100 years and with more than 120,000 living alumni. A new university president started in 2019 and realised the need to rebuild the advancement operation from the ground up. Her first cabinet hire was the Vice President for Institutional Advancement (VPIA), whose directive was clear: build advancement the right way for the long term. This vision, a departure from the conventional raise-as-much-as-possible-as-quickly-as-possible fundraising approach, emphasised sustainability over rapid gains, steering away from the common pitfalls of focusing solely on major donors and immediate results. Readers will learn the strategic framework the VPIA and Executive Leadership Team implemented to create a sustainable and successful fundraising operation that resulted in three consecutive record-breaking fundraising years while also increasing employee engagement and improving Institutional Advancement's campus reputation.

The Symphony of Consumer Partnering and Clinical Governance: An Organizational Review Using the RE-AIM Framework.

Partnering with Consumers in healthcare systems is now widely accepted and mandated in many countries. Despite this acceptance, there is minimal information regarding the best practice of how to successfully establish systems to embed this practice into healthcare systems. This evaluation used the RE-AIM implementation framework to retrospectively analyse data from a 3-year timeline to review the events relating to the transition of Consumer Partnering into a Clinical Governance Unit. Data was sourced via Phase 1 - a focus group to establish a 3-year timeline of events, enablers and barriers, and Phase 2 - a quantitative and qualitative semi-structured interview to review systems that had been developed to support embedding partnering with consumers into Clinical Governance. Five primary enablers and five barriers to successfully embedding a Consumer Partnering Team into a Clinical Governance Unit were identified. Enablers included Executive sponsorship and ownership of the value of partnering with consumers, Executive leadership influence on local area uptake, an organization-wide network, valuing via remuneration, and a centralized orientation and onboarding programme for Consumer Partners. Barriers included skills and attitudes of committee chairs, the size of the Directorate (smaller local areas can be easier to influence change), patient feedback data requires interpretation to be useful, staff turnover can reduce the relationships with Consumer Partners, and financial insecurity is a barrier to implementation and maintenance. This article described how an Australian Health Service embedded a Consumer Partnering Team into a Clinical Governance Unit to ensure that partnering became business as usual practice. Enablers, barriers, and unintended consequences can be used as learnings for other organizations to develop a similar approach. Two Consumer Partners with lived experience of the health service, and members of the organizations committee structures are part of the evaluation team. As team members, the consumers participated as equal contributors in evaluation design, analysis of the focus group and interview data, and contribution to the writing and review of the manuscript. Two Consumer Partners with lived experience of the health service, and members of the committee structures participated in the focus groups and the interviews.

Strategic Leadership Learning Affecting the Operational Effectiveness of Provincial Administrative Organization

Strategic leadership is essential for any organization’s modern leader. This research aims to study the strategic leadership of provincial administration executives, the operational effectiveness of the organization, the impact of strategic leadership learning on operational effectiveness, and guidelines to improve operational effectiveness. The participants were 254 employees of the provincial administration organization. Questionnaires were used for data collection. Frequency, percentage, mean, standard deviation, and multiple regression analysis were employed for data analysis. Findings revealed that the strategic leadership of the executives of the provincial administration organization was at a high level, the operational effectiveness of the provincial administration organization was at a high level, and strategic leadership has a statistically significant influence on the operational effectiveness of provincial administrations at the level of .05. The component is in 3 areas: balancing organizational control (β = .265), organizational resource management (β = .231), and setting strategic direction (β = .213), and 4) the guidelines for improving the operational effectiveness of the provincial administration are maximizing resource utilization and developing the service quality of services.

The reality of authentic leadership: the rugby football league challenge

ABSTRACT Purpose/rationale The aim of this paper is to increase the understanding in the area of authentic leadership (AL) within executive leader practice in a UK commercial sport national governing body (NGB). Design/methodology/approach Ten interviews were conducted with members of the organisation’s management group. The interviews were utilised to gain new insights into the levels of executive leader AL within a commercial sport governance environment. Interviews were analysed using an interpretive approach, and a thematic structure relating to AL in the commercial NGB context. Findings Authentic elements within the executive leadership team’s practice were dependent on the organisational context and the impact of external factors on individuals and the NGB. Full engagement with the AL construct is curtailed by organisational structure and objectives. Practical implications The findings and related existing literature, notably the debate on the universal acceptance of the AL construct, are integrated into the paper to contribute to the discourse on the leadership construct in a sport governance environment. Research contribution The study contributes to the growing body of sport leadership within NGB literature and provides insights into the paradoxical nature of leadership and the executive leader ability to fully engage with all elements of the AL construct.

Revisiting a Faculty Career Management Life Cycle Model: Anticipating and Navigating Career Transitions in Academic Medicine

Career management models are valuable tools for faculty pursuing a career in academic medicine. These models help faculty transition through various stages of their careers, including commonly pursued academic advancements from assistant professor to full professor, as well as less common transitions like moving from full-time to part-time status, taking sabbaticals, going on medical leave, or assuming executive leadership roles. The success of faculty members across these stages is influenced by both environmental factors and individual-level characteristics. Recognizing career stages and transitions, as well as the impact of personal and environmental factors on career growth, is crucial. The proposed Faculty Career Self-Management Model (FCSM) provides a visual and descriptive framework to guide individual faculty and the professionals who support them in understanding, preparing for, and navigating career stages and professional transitions to build and sustain meaningful careers in academic medicine. The FCSM serves as a framework to explore, develop, and share best practices in supporting faculty vitality across the career lifespan.

From Fivefold to Five-in-One Ministry: Mega-Ecclesiological Leadership (Dis)Continuities in Southern Africa

In Southern Africa in recent years, the governance and ecclesiologies of mega-Pentecostal churches have been drifting away from upholding collective and complementary fivefold ministries to individualistic and selfish five-in-one ministries. Studies indicate that a fivefold ministry advances inclusive ecclesiological leadership, edification, and transformational integral mission. At present, mega and related forms of emerging neo-Pentecostalism have developed exclusive, prophetic, apostolic, and executive ecclesial leadership, which are characterized mainly by authoritarian governance, celebrity leadership, leader-centered ecclesiology, and congregational manipulation and exploitation. Such church governance and ecclesiologies enable leaders to indoctrinate their subordinates and congregants to submit to and depend on them for everything. The effect is that followers are rendered dormant, under what this submission describes as five-in-one ministry, which leaves one person claiming to possess all ministerial gifts and leadership capabilities and relegating everyone else to being idle followers. Although much has been published about African Pentecostal leadership and ecclesiologies, studies on African megachurch governance, leadership styles and ministries are few. Through a literature review and participant observation, this paper uncovers and troubleshoots the effects of five-in-one megachurch governance and ecclesiologies in Africa. It discerns and addresses drivers of the five-in-one ministry and makes recommendations, such as reforming megachurch governance, leadership styles, and ecclesiologies; integrating ecumenism with leadership development; and developing inclusive economic sustainability.

PREDICTING LEADERSHIP EFFECTIVENESS THROUGH THE TALENTS THAT REALLY MATTER

AbstractConchie (founder and president of Conchie Associates) and Dalton (partner, Conchie Associates) explain that they apply science “to the study, application, and development of leadership,” adapted from the research in their book The Five Talents Really Matter. They discuss their criteria for outstanding leadership and point to “over 58,000 top level leaders in our global database.” Their scientific “assessment of The Five Talents That Really Matter carries a disproportionate weight, greater than all the other factors thought to be important in leadership selection, in predicting top leadership performance.” The Talents “capture the broad variability of traits, dispositions, and characteristics the very best leaders possess, and, through the Executive Leadership Assessment built to measure these talents, we are able to use the results to help predict future leadership performance.” In their words, the Talents are Setting Direction (using modern GPS technology as a metaphor), Harnessing Energy, Exerting Pressure (“Debate and dissent, we’ve found, is what many leaders claim to value yet precious few succeed in delivering”), Increasing Connectivity (“The very best leaders…are straight shooters who deliver difficult messages with compassion,”) and Controlling Traffic (“Exceptional leaders responsible for business execution follow rigid rules with maximum flexibility.”)

THREE LEADERSHIP PERSPECTIVES FOR ENHANCING THE ORCHESTRA CONDUCTOR METAPHOR

AbstractThe author is an award‐winning orchestral and opera conductor, and music conservatory professor, who remarks on the way that “the conductor is such a common metaphor in executive leadership.” Yet she discovered that these notions can be flawed because of misconceptions about what a conductor actually does, on the podium and outside it. She provides an “insider’s perspective,” that in her words, (1) the conductor is a storyteller, (2) listening is the conductor’s most important job, and (3) musicians don’t actually follow conductors. Within the first perspective, she takes “four approaches: investigate clues, find meaning, get buy‐in, and be a reverse‐engineer.” She relates that “It’s fascinating that different conductors can gather different stories based on their own worldviews, lived experiences, and artistic values. This results in many different possible performances of the same piece of music. That’s the magic of interpretation.” In perspective two, she describes “three types of awareness: situation‐aware, self‐aware, other‐aware.” Regarding teamwork in perspective three: “The best conductors enable teamwork and stay out of the way. They don’t insist on their help when it may be unhelpful.” Finally, she reminds us that “a conductor faces the same challenges as any leader embedded within a top‐down management structure.”

THE POWER OF CONTROL: TRANSFORMING EMPLOYEE ENGAGEMENT IN A POST‐PANDEMIC WORLD

AbstractThe author is a corporate and governmental advisor with a background in executive search and leadership advisory. She points to the changes in workplace motivation: a “list of motivating factors was given to each of us by a high school or college guidance counselor, meant to assist us in plotting out future educational paths based on the career choices expected of us by parents, teachers, friends, and potential employers.” These factors, in her words and further described in the article, are Mission, Leadership, Challenge, Scope of Impact, Acquisition of New Skills, Prestige, Personal Needs, and Money. She contends that “when we use the old metrics of success, and only them in only one order, we mistake filling in checkboxes for what our people really want: consonance.” She describes the latter as “the sense of frictionless belonging, of momentous stride, of core relevance.” The “new definition of success,” is built around, in her words, calling, connection, contribution, and control. Related factors are, in her words, flexible work arrangements, autonomy in task management, involvement in decision making, clear communication and expectations, professional development opportunities, empowering middle management, and leading with inspiration.

Live as if: An Interview With Marguerite Samms.

In this column, Marguerite C. Samms, chief learning officer (CLO) for Intermountain Health, shares her career journey and how nursing practice prepared her for executive leadership.

Transform Financial Data into Strategic Insights Using the Sap Business Technology Platform

This article examines the groundbreaking fusion of SAP Business Technology Platform (BTP) and Artificial Intelligence (AI) in the realm of financial reporting, emphasizing their transformative role in translating financial data into strategic insights for executive leadership. By introducing automated commentary generation, this integration enables BTP to convert intricate financial datasets into coherent narratives that furnish decision-makers with actionable intelligence. Positioned at the nexus of AI progress and financial analysis, BTP facilitates the seamless conversion of complex data into narrative or commentary reports, fostering coherence, insightfulness, and accessibility for decision-makers. The discourse delves into the underlying mechanisms of BTP functionality in financial reporting, spanning data interpretation, language processing, commentary generation, and customization, thereby enhancing report efficiency, precision, and accessibility. Through meticulous exploration, this article elucidates BTP's contributions to financial reporting commentary, including enhanced efficiency, accuracy, scalability, and personalized delivery of financial insights. Furthermore, it confronts the challenges inherent in BTP application, encompassing technical intricacies, ethical considerations, and the constraints of current technologies in capturing financial intricacies. Looking ahead, the article envisions a future where ongoing advancements in AI and machine learning refine BTP capabilities, furnishing even more sophisticated and nuanced financial insights to underpin strategic decision-making at the highest echelons of business leadership.

Academic Leadership of Educational Institution Administrators under the Jurisdiction of Saraburi Primary Educational Service Office Area 2

Background and Aims: Education is a process that enhances knowledge and skills in individuals. To be able to live effectively in society It is a tool that promotes learning for everyone from birth and throughout life, through a variety of formats suitable for each age group. Educational institution administrators need to have academic leadership qualities. which is considered an important factor in the management of educational institutions Because educational institutions have unique characteristics that are different from general organizations. This research therefore has the following objectives: (1) To study the academic leadership level of educational institution administrators under the Saraburi Primary Educational Service Office Area 2. (2) To compare the academic leadership level of educational institution administrators according to various characteristics such as gender, age, and size of the educational institution. And (3) to study the possibility of developing the academic leadership of educational institution administrators under the Saraburi Primary Educational Service Office Area 2. Methodology: The sample used in the research consisted of 317 personnel from the Saraburi Primary Educational Service Office Area 2, which was obtained by stratified random sampling. The tools used in the research are a questionnaire with 5 rating scales, with IOC values ​​between 0.80 and 1.00. And had a confidence value of 0.76. In addition, a structured interview was used as an additional tool. Statistics used in data analysis include frequency, percentage, mean, and standard deviation, T-test (t-test), and F-test. Results: The results of the research found that: (1) The academic leadership of educational institution administrators under the Saraburi Primary Educational Service Office Area 2 was overall at the "high" level. When considering each aspect, it was found that the academic leadership of Executives is at a "high" level in every aspect. (2) The results of the analysis of the comparison of opinions on academic leadership of school administrators according to various characteristics, including gender and age, found that there were no statistical differences. But when classified according to the size of the educational institution It was found that there was a statistically significant difference at the .05 level. (3) Guidelines for developing academic leadership of educational institution administrators under the Saraburi Primary Educational Service Office Area 2 found that: administrators should establish a committee to evaluate and monitor the implementation of the curriculum. Including internal supervision creates an environment that is conducive to teaching and learning. Support teachers to receive academic training that is consistent with the goals of the educational institution. There is a meeting of teachers to jointly consider the educational progress of the educational institution. Conclusion: Administrators have the knowledge and ability to lead educational institutions to progress. Must have knowledge and ability in academic work. Promote a teaching and learning atmosphere within educational institutions. Evaluate and monitor the progress of staff and students for maximum efficiency.

How do employees feel their health is valued? a descriptive case study

PurposeA descriptive case study approach was adopted to examine employees' perceptions of the prevalence and usefulness of wellness programs. Relying on Centers for Disease Control and Prevention Health ScoreCard (CDC HSC), this study aims to assess the prevalence of worksite wellness programs, policies and benefits in general and incorporated employee perspectives to contextualize the CDC HSC wellness assessments.Design/methodology/approachThe authors first compared the CDC HSC assessments to evaluate the effectiveness of wellness programs in 20 select organizations. Follow-up employee interviews (n = 25) were conducted to contextualize the CDC HSC assessments.FindingsA variety of wellness programs are likely to increase employee engagement and participation when organizations adopt a bundling approach to combine wellness policies, incentives and an array of wellness programming opportunities that encourage and incentivize employees’ health promotion behaviors.Research limitations/implicationsFuture researchers might examine health metrics, in terms of dollars, doctor visits or biometrics before and after the implementation of a wellness program or paid wellness coordinator. Because this study interviewed employees and not members of executive leadership or finance and accounting, financial metrics were not available or the focus of this study. The inclusion of leaders and directors of wellness initiatives would offer additional ways for examining the impact of wellness initiatives on employee behaviors on organizational outcomes.Practical implicationsNutrition, weight management and chronic disease management were identified as major challenges impacting the health of employees. Even when organizations reported robust scores in their CDC HSC assessments, employers identified these three areas as critical for sustaining the health and well-being of their employees. Finally, the issue of employee safety was a top priority for all organizations regardless of how they scored on their CDC HSC assessments.Social implicationsThe authors suggest that when high-impact wellness practices are linked to organizational supports in the workplace, these efforts are likely to have more positive effects on both employee outcomes and organizational outcomes. A regular routine of checking on wellness issues can help keep potential problems from going unnoticed. An example of this is a reminder to stretch at a morning meeting or during work hours as a reminder to stay focused on health and well-being.Originality/valueThe authors aggregated the organizational assessments for different wellness interventions and compared the scores (falling above or below) with standardized CDC wellness scores. The incorporation of the CDC scorecard ensured a standardized and evidence-based evaluation of workplace wellness programs. This additional step informed the interview guide and follow-up with employees who offered recommendations for how organizations could enhance their wellness programs and policies.

New Approaches for Sustainable Growth: Advancing Cross-sector Collaborations, New Capability Building, and Executive Leadership Development

Effective executive leadership is essential for the success and direction of any organization, regardless of the industry in which it operates. However, with today's interconnected economic production and distribution processes spanning complex networks operating in diverse geographic, social, and cultural markets, uncertainty has become more pronounced. In light of these changes, we propose a learning approach based on the Cross-Sector Partnership theory, which involves creating leadership collectives that work across sectors. These collectives can create innovative strategies for sustainable progress. We believe that universities can play a crucial role in fostering collaborations between different sectors, including industry and government. As hubs of knowledge creation, research, and talent development, universities are well-positioned to offer executive education programs, masterclasses, and professional development opportunities. Such initiatives can help create a culture of continuous learning and skill acquisition, which is vital for sustainable growth. By emphasizing the importance of cross-sector collaborations, we can build critical capabilities for sustainable progress and leverage executive leadership development as a powerful tool for achieving this goal.

Barriers and facilitators of the use of clinical informatics resources to facilitate pharmacogenomic implementation in resource-limited settings.

Understand perceived barriers to and facilitators of using clinical informatics applications for pharmacogenomic (PGx) implementation in resource-limited settings. We conducted a qualitative research study using a semi-structured interview guide informed by the Consolidated Framework for Implementation Research (CFIR). Interview questions assessed CFIR contextual determinants related to: electronic health record (EHR) infrastructure; clinical informatics personnel and resources; EHR integration of PGx test results; PGx clinical decision support (CDS) tools; institutional resources; and partner receptivity. Transcripts were coded and analyzed to identify themes. We interviewed 24 clinical informaticists and executive leaders working in rural or underserved health care settings in Montana (n = 15) and Colorado (n = 9) and identified three major themes: (1) EHR infrastructure limitations, (2) insufficient supporting resources, and (3) unique contextual considerations for resource-limited settings. EHR infrastructure limitations included limited agency related to EHR build and interoperability concerns. Theme 1 highlighted challenges associated with integrating structured data into the EHR and inadequate vendor support. Theme 2 included limited familiarity with PGx across the care team, cost concerns, and allocation of non-financial resources. Theme 3 highlighted perceptions about the clinical utility of PGx within rural and underrepresented populations. Potential facilitators, such as being able to act nimbly, were found to coexist among the reported barriers. Our results provide insight into the clinical informatics infrastructure in resource-limited settings and identify unique considerations for clinical informatics-facilitated PGx implementation. Future efforts in these settings should consider innovative partnerships and strategies to leverage facilitators and minimize barriers associated with integrating PGx CDS applications.

8076 Advancing Career Development of Physician-Scientists Engaged in Diabetes Research: Insights into the National K12 DiabDocs Program

Abstract Disclosure: K.D. Dasani: None. F.K. Bishop: None. S.H. Golden: None. L.M. Laffel: None. R.G. Mirmira: None. A.K. Steck: None. S.M. Willi: None. D.M. Maahs: None. L.A. DiMeglio: None. Background: In July 2022 the NIH established a multi-center National K12 “Diabetes-Docs: Physician-Scientist Career Development Program” (DiabDocs) to support mentored research experiences and tailored career development training for cohorts of physician scientists focused on diabetes research. DiabDocs scholars are board-certified or board-eligible physicians with training in pediatric or adult endocrinology or in another area tied to diabetes research and care. The program addresses the shortage of physicians engaged in diabetes research and is open to scholars at any eligible institution in the United States. Methods: The DiabDocs program was implemented by two multi-center Program Directors (MPD), in collaboration with an Executive Leadership Committee (ELC) comprised of experienced basic science and clinical/translational physician-scientists. Additional faculty from 19 different institutions have engaged in advisory and reviewer roles. The program solicits Letters of Intent (LOIs) annually from interested candidates followed by invitations for full applications; a program retreat features educational workshops and diversity training; and a Study Section selects Scholars. Currently, the program is in its third recruitment cycle for additional scholars to start Summer 2024. Additional career development programming is available through a series of interactive webinars. The program also has a strong commitment to diversity, equity, and inclusion, including a “DiabDiversity” program to support in-person engagement in DiabDocs experiences by under-represented in medicine trainees. Results: After two successful recruitment cycles in 2022-2023 that reviewed 24 LOIs, 11 scholars were selected. The funded scholars (6 Adult and 5 Pediatric Endocrinologists) include 3 individuals self-identifying as underrepresented in medicine and 7 females. For the 2023 application cycle, 24 LOIs were received (11 from Adult and 9 from Pediatric Endocrinology, 2 in combined Pediatric/Adult Endocrinology, and 2 from other specialties). Conclusions: The DiabDocs program aims to identify, recruit, and support outstanding early career physician scientists. The program provides a national network with resources for protected research time, career development programs, and national mentorship to develop cohorts of skilled professionals contributing to the advancement of diabetes research. Presentation: 6/2/2024

Investigating the impact of a multicomponent positive participatory organisational intervention on burnout in New Zealand emergency department staff: a prospective, multisite, before and after, mixed methods study.

The well-being of healthcare workers (HCWs) is critical to providing excellent care. Recent evidence concerns the well-being of emergency department (ED) HCWs in New Zealand, with high levels of burnout found in a 2020 survey. This threat to providing high-quality acute care warrants improvement interventions. The causes of burnout are complex and multifactorial, the solutions are not straightforward. A prospective, multisite, before and after, mixed methods study assessing a multicomponent intervention, adaptable to local context, that targets three organisation levels (the individual, the group and the system levels) and meaningfully involves frontline HCWs may reduce HCW burnout and improve HCW well-being. Individual HCWs will choose from three individual-level psychological interventions and participate in those most appropriate for them. Local champions will decide which group-level intervention their ED will use. The system-level intervention will build capacity and capability for quality improvement (QI) with QI training and the establishment of a Quality Improvement Learning System. This system-level intervention has several important features that may ultimately empower HCWs to contribute to improving the quality of ED healthcare.We will enrol nine EDs, from which there will be at least 900 HCW participants. EDs will be enrolled in three waves from March 2023 to April 2024, with interventions taking place in each ED over 12 months.Methods of assessment will include baseline and repeat survey measures of burnout and well-being. Process evaluation at each ED will provide details of context, the intervention and the fidelity of the implementation. Ethics committee approval was provided, with locality approval at each site.Individual site feedback will be provided to each ED and executive leadership. Dissemination of findings will be through publication in peer-reviewed journals, presentation at national and international scientific meetings and through national healthcare quality bodies. Australia New Zealand Clinical Trials Registry (ACTRN12623000342617).

Executive Leadership and Entrepreneurship of Emergency Nurse Practitioners: Pioneering Pathways in Emergency Care.

For more than five decades, emergency nurse practitioners have developed partnerships and led improvements in emergency care delivery. Through these endeavors the quality of patient care has been amplified and access to emergency care has been augmented. Nurse practitioners providing emergency care possess fundamental leadership qualities necessary for leading teams in delivery of exceptional care. Though advanced practice nurse entrepreneurship is relatively new, engagement of emergency nurse practitioners in business ventures continues to evolve and expand. This article showcases the work of five emergency nurse practitioners whose leadership and entrepreneurship have elevated emergency care bringing recognition to the aptitude and versatility of the emergency nurse practitioner specialty.

Enabling efficient patient discharge with a mindset, toolset, and skillset framework.

33 Background: Timely access to care for patients coming through the emergency center can be achieved by efficiently discharging patients. When continued bed growth is not sustainable, improvements in team-based approaches to discharges are necessary and require a multi-pronged approach. Our institution embarked on a process improvement effort anchored on completing 1 out of 2 patients discharged by 12PM. We hypothesize that a discharge before noon will assist with getting our next patient to a bed by 2PM. We conducted a pilot on our Stem Cell Transplant units to test and enable our case for change allowing for scale and spread to other units. Methods: Our multi-pronged framework was focused on mindset, toolset, and skillset. As our first step, executive leadership set direction to achieve a shift in mindset by socializing the case for change using a hospital throughput framework including a 9-12-2 branding. A discharge launchpad [toolset] was established to define expectations of discharge tasks including accountability within a 2-day window of medical readiness for discharge. This served as the tool aligning various teams to a date for task completion. Lastly, we evaluated skillset and defined best practices for the unit RN role and APP, along with others, which included empowering various roles to discharge patients. Results: For discharges during the baseline period of 12/1/2022 - 11/30/2023 from the Stem Cell Transplant service, the percent of discharge orders in by 9AM was 10.3% and discharges completed by 12PM was 12.2%. The pilot period month of April 2024 resulted in a month close performance of 52.5% for orders in by 9AM and 55.4% of patients discharged by 12PM. The average time spent by Stem Cell patients boarding in our emergency center during the baseline period was 6 hours and 34 minutes with a reduction to 2 hours and 23 minutes in April 2024. There were no Stem Cell beds added during the pilot period compared to baseline. The period of 12/1/2023 – 3/31/2024 was excluded to limit any improving data from the Hawthorne effect since throughput socialization began during those months. Conclusions: We met the goal within one month with plans underway to assess sustainability for implementation readiness for scale and spread to other units. Early efforts made to scale this model within the institution confirm the multi-pronged model approach is necessary. Additionally, we believe that a frontline leadership model would contribute best to implementation success. Missing any component of the multi-pronged approach or team member, such as the APP role without the RN role, will not yield the ultimate result of discharging patients by noon. This change requires a coordinated, team-based approach. The new institutional governance structure for hospital throughput, including academic and operational departments, and a logistics center in the future may contribute to building trust in leadership’s commitment to improving patient care.

The Impact of Environmental Social Governance (ESG) on Firm Performance with the Moderating Role of CEO Turnover

This research aims to investigate the influence of Environmental, Social, and Governance (ESG) on firm performance, measured by Return on Equity (ROE). Additionally, the study explores the moderating role of CEO turnover in the relationship between ESG and firm performance in publicly listed companies on the Indonesia Stock Exchange, with a sample of 33 companies from 2016 to 2022. The GMM estimator method is employed to address endogeneity issues, ensuring consistent and unbiased estimation results. Findings indicate that overall ESG performance significantly affects firm performance, emphasizing the importance of implementing ESG principles in Indonesian businesses to enhance ROE. Other results reveal the pure moderating role of CEO turnover, weakening the relationship between ESG and firm performance. Therefore, proper planning and guidelines for CEO succession are crucial for improving firm performance and sustainability. The research results carry important implications for Indonesian companies to consider ESG implementation in their business strategies. Furthermore, CEO succession planning management is key to maximizing the positive impact of ESG on firm performance. This study contributes to a deeper understanding of how ESG factors influence firm performance in the Indonesian business context, highlighting the significance of executive leadership in managing these impacts.