Executive-level Leaders Research Articles

Distinct journeys and unique stories: how individuals from multiple professions cultivate careers in healthcare leadership

IntroductionStrong hospital leadership is critical to navigating the challenges of the Canadian healthcare system. Currently, physicians and nurses tend to be selected to fulfil hospital executive roles. To date, we...

Unleashing leadership potential in unprecedented times: Lessons learned from an evaluation of a virtual cohort-based adaptive leadership program for public health executives

ObjectivesThis paper presents the evaluation results from the Adaptive Leadership Academy (ALA), a pilot program aimed at developing executive-level leaders in public and community health. Study designMixed methods study. MethodsThe evaluation followed the Kirkpatrick Model to assess program participants’ satisfaction with the training, knowledge and skill gain, and behavior change. Data were collected beginning in December 2021 through August 2022 from 20 program participants via online surveys and key informant interviews. ResultsThe findings indicated that ALA helped participants improve their leadership knowledge, skills, and capabilities. In particular, the study highlighted the effectiveness of cohort-based leadership development programs using adaptive leadership as the foundation for the curriculum. Participants found the cohort-based model and synchronous components particularly useful in creating a supportive environment in which to be vulnerable and grow. ConclusionsOverall, the evaluation provided evidence that the ALA pilot enhanced leadership knowledge, skills, and capabilities. The findings support the use of adaptive leadership as a framework for leadership development programs in the public health sector.

Characterizing Global Gender Representation in Veterinary Executive Leadership.

Veterinary medicine is an increasingly feminized field, with growing numbers of veterinary students and professionals identifying as women. Increased representation of women in senior veterinary education leadership has not yet been examined across all global regions. To address this question, we compiled a comprehensive list of veterinary academic executives from veterinary educational institutions listed by the World Veterinary Association, the American Veterinary Medical Association, and the World Organisation for Animal Health. In total, data from 720 veterinary schools in 118 countries were obtained via an online search of each school's webpage to retrieve information on executive-level leaders and their gender representation. Out of 2263 executive leaders included, 784 (34.6%) were inferred to be women. Of 733 top executives-deans or their equivalents-187 (25.5%) were inferred to be women. At the national level, the proportion of women in executive teams was positively correlated with Gross Domestic Product, Gender Development Index, and negatively correlated with Gender Inequality Index. This is the first study to demonstrate inequity in the gender composition of veterinary educational leadership across the majority of veterinary schools worldwide, and regional trends thereof. It also identifies potential socioeconomic issues closely connected to gender equity in these spaces. To monitor progress towards gender equity within the profession, future work is needed to assess gender representation over different phases of veterinary career tracks, including in student populations. Analysis of gendered trends over time will also help to establish trends and evaluate progress in gender equity.

“After All, No One Is Superhuman Here”: An Analysis of the Perceived Effects of Managerial Athleticism

Executive duties have long been described as becoming more intensive and demanding. One contributing factor is a perceived increase in the complexity of the operating environment. A high level of physical fitness has been suggested to support responses to those demands. This study aims to contribute to the topic by producing a holistic view informed by asking how physically active executive-level leaders perceive the impact (whether positive or negative) of managerial athleticism on the level of the individual, organization, and society. Twenty physically active high-level leaders were interviewed for the study. The sample was almost equally split by gender, represented a diverse range of societal sectors, and engaged in many different forms of exercise. The results support previous research; however, this study provides a more nuanced view of the topic. Although the interviewees saw many good aspects of physical exercise, such as providing physical, affective, cognitive, and social resources, they were also able to think critically about their personal relationship with exercising and their attitudes toward others taking physical exercise. The study highlights the role of balancing the harmonious and obsessive aspects of the relationship with exercising. Instead of a disproportionate study of extreme cases, we conclude that it would be worthwhile studying leaders with a harmonious relationship with exercise to ensure results do not become biased and physically active leaders are not stereotyped.

Unorthodox public leadership: the case study of an atypical approach to crisis in Iceland

PurposeThis paper aims to present the case of Jón Gnarr's leadership as he served as a mayor of Reykjavík, the capital of Iceland. The authors’ view is that his leadership style illustrates a case study of how a “new” leadership style can emerge in times of crisis. Iceland was significantly affected by the financial crisis in 2008, which led to political and economic crises, which were fuelled by the public's anger and lack of trust. In 2010, Jón Gnarr and his new party, the Best Party, were unexpectedly elected. Before he became known as an unorthodox leader, he worked as a comedian. However, he influenced the discourse in politics in the country and raised trust in the system again while empowering the public managers and simplifying the system while downsizing it. This paper explores and sheds light on the leadership abilities that crises can birth.Design/methodology/approachThis research uses qualitative methods. Seven in-depth interviews were conducted, and the interviewees included Jón Gnarr, three key political leaders who were in office at that time and three executive-level leaders from the city administration.FindingsEvidence suggests that Jón Gnarr and his political party became a part of the political arena due to extreme social and economic factors, which might indicate the factors that can give rise to an unorthodox leader. At the same time, the research portrays the image of a leader that closely matches the theories of authentic leadership, and his leadership style at the time made a lasting impact. When Gnarr stepped into the role of mayor of Reykjavík, he used novel tactics. His political discourse was different; his manner with the public as well as within the system was different. When he became mayor, he demonstrated trust, respect and care as his underlying values. His unorthodox political behaviour appears to have empowered public officials. Thus, gradually, he inspired his followers to change their own communication style. He also addressed traditional political issues such as downsizing, mergers and financial undertakings.Research limitations/implicationsIts limitation is that it is difficult to generalize based on one case.Practical implicationsThe case can shed a light on how unorthodox leadership style can unlock the potential of empowering and trust in a traditional political system. Leaders who dare to be different can raise awareness of those who work within the system as well as the public.Originality/valueThis paper contributes to the understanding of authentic and unconventional leadership as an efficient vehicle in unusual circumstances in a public leadership position.

Translating Evidence into Practice: ACOs' Use of Care Plans for Patients with Complex Health Needs.

Care plans are an evidence-based strategy, encouraged by the Centers for Medicare and Medicaid Services, and are used to manage the care of patients with complex health needs that have been shown to lead to lower hospital costs and improved patient outcomes. Providers participating in payment reform, such as accountable care organizations, may be more likely to adopt care plans to manage complex patients. To understand how Medicare accountable care organizations (ACOs) use care plans to manage patients with complex clinical needs. A qualitative study using semi-structured interviews with Medicare ACOs. Thirty-nine interviews were conducted across 18 Medicare ACOs with executive-level leaders and associated clinical and managerial staff. Development, structure, use, and management of care plans for complex patients at Medicare ACOs. Most (11) of the interviewed ACOs reported using care plans to manage care of complex patients. All care plans include information about patient history, current medical needs, and future care plans. Beyond the core elements, care plans included elements based on the ACO's planned use and level of staff and patient engagement with care planning. Most care plans were developed and maintained by care management (not clinical) staff. ACOs are using care plans for patients with complex needs, but their use of care plans does not always meet the best practices. In many cases, ACO usage of care plans does not align with prescribed best practices: ACOs are adapting use of care plans to better fit the needs of patients and providers.

How Do Accountable Care Organizations Deliver Preventive Care Services? A Mixed-Methods Study

BackgroundThe Affordable Care Act and the introduction of accountable care organizations (ACOs) have increased the incentives for patients and providers to engage in preventive care, for example, through quality metrics linked to disease prevention. However, little is known about how ACOs deliver preventive care services.ObjectiveTo understand how Medicare ACOs provide preventive care services to their attributed patients.DesignMixed-methods study using survey data reporting Medicare ACO capabilities in patient care management and interviews with high-performing ACOs.ParticipantsACO executives completed survey data on 283 Medicare ACOs. These data were supplemented with 39 interviews conducted across 18 Medicare ACOs with executive-level leaders and associated clinical and managerial staff.Main MeasuresSurvey measures included ACO performance, organizational characteristics, collaboration experience, and capabilities in care management and quality improvement. Telephone interviews followed a semi-structured interview guide and explored the mechanisms used, and motivations of, ACOs to deliver preventive care services.Key ResultsMedicare ACOs that reported being comprehensively engaged in the planning and management of patient care - including conducting reminders for preventive care services - had more beneficiaries and had a history of collaboration experience, but were not more likely to receive shared savings or achieve high-quality scores compared to other surveyed ACOs. Interviews revealed that offering annual wellness visits and having a system-wide approach to closing preventive care gaps are key mechanisms used by high-performing ACOs to address patients’ preventive care needs. Few programs or initiatives were identified that specifically target clinically complex patients. Aside from meeting patient needs, motivations for ACOs included increasing patient attribution and meeting performance targets.ConclusionsACOs are increasingly motivated to deliver preventive care services. Understanding the mechanisms and motivations used by high-performing ACOs may help both providers and payers to increase the use of preventive care.

Employee resource groups as learning communities

PurposeThe purpose of this paper is to explore the role of employee resource groups (ERGs) in a multi-national, for-profit corporation. The paper focuses on how ERGs facilitate learning.Design/methodology/approachA qualitative case study approach was used to examine six social identity based ERGs in one multi-national for-profit organization headquartered in the USA.FindingsThe study found that ERGs facilitate learning and development activities in order to support their membership. ERGs, operating as communities of practice, also engaged in informal learning opportunities that were designed to shift perspectives of non-members and executive-level leaders in the organization.Originality/valueThere is a growing body of literature on ERGs across organizations and higher education that examine how these groups engage in activism, advocacy, recruitment, retention and education. This study examines the processes by which these groups facilitate learning and development activities and the benefits perceived by the membership. The paper provides value to human resources professionals and others who are interested in how ERGs function as learning communities and outcomes the membership perceive as most important.

Communication Strategies as Drivers of Nonprofit Donor Retention

According to scholars and organizations that focus on the performance of organizations in the nonprofit sector, retaining loyal and engaged donors has been a critical component of sustainability. Through the conceptual lens of single- and double-loop learning and organizational communications theory, this single-case study explored donor communication strategies used by 3 executive-level leaders of a nonprofit organization in Minneapolis, Minnesota. Data collected from semistructured interviews, organizational documents, and Guidestar, an online information service specializing in reporting on U.S. nonprofit companies, were manually coded and thematically analyzed. Two key themes emerged: effective processes for donor communication strategy development and organizational learning strategy development. Strategy development may assist this Minneapolis company’s organizational leaders with improving retention of donors and participants in the company’s programs and services, increasing action plan completion rates, and integrating the lessons learned process during the development and implementation of communication strategies to increase donor retention. By bridging the gap between performance arts and social responsibility, this company’s leaders may engage both donors and participants, resulting in favorable retention rates. These findings have implications for positive social change. Nonprofit leaders’ models of effective communications strategies and processes to improve participant and donor engagement may ensure leaders’ ability to serve and improve their communities by engaging at-risk youth in programs designed to develop performance arts and leadership skills.

Personality profiles of effective leadership performance in assessment centers

ABSTRACTMost research examining the relationship between effective leadership and personality has focused on individual personality traits. However, profiles of personality traits more fully describe individuals, and these profiles may be important as they relate to leadership. This study used latent class analysis to examine how personality traits combine and interact to form subpopulations of leaders and how these subpopulations relate to performance criteria. Using a sample of 2,461 executive-level leaders, six personality profiles were identified: Unpredictable Leaders with Low Diligence (7.3%); Conscientious, Backend Leaders (3.6%); Unpredictable Leaders (8.6%); Creative Communicators (20.8%); Power Players (32.4%); and Protocol Followers (27.1%). One profile performed well on all criteria in an assessment center; remaining profiles exhibited strengths and weaknesses across criteria. Implications and future directions for research are highlighted.

Insourced Leadership: Applying the Real Options Approach to Leadership Development

In recent years, HR initiatives have turned to developing executive-level leaders and away from lower-level career and professional development as employee turnover has increased and careers have become boundaryless. As a result, employees find themselves without career development guidance as to how to create a clear path for advancement within their organization. This is problematic, as retention of talent contributes to high-quality internal labor pools, which are critical for effective succession planning. To address some of these issues, we suggest applying the real options approach in conjunction with leadership skills training in order to develop a long-term, risk-distributed risk leadership pipeline that spans the organization rather than focusing on gatekeeper and executive positions. The benefits of adopting such an approach are discussed.

Facilitating a Whole-Life Approach to Career Development

This article focuses on the “whole-life” approach to career development. A review of the ways in which career paths have been conceptualized over time demonstrates that increasing consideration has been given to nonwork factors (i.e., personal life and family life) in defining careers. The whole-life perspective on career development acknowledges that employees are striving for opportunities for professional development as well as individualized work–life balance, which changes over the life course. Although the careers literature has emphasized interorganizational mobility as the primary mechanism for achieving these goals, whole-life career development can also be achieved within a single organization when organizational leadership is willing to address employees’ work–family needs. This article addresses how leaders across organizational levels, including executive-level leaders and first-line supervisors, can foster whole-life career development. In addition to beneficial outcomes for employees, potential competitive advantages for organizations implementing the whole-life approach to career development are discussed.

Leading for Innovation

Despite growing interest in developing and producing creative products, much remains unknown about how to best facilitate the innovative process. Through a review and integration of creativity, innovation, and leadership literatures, we propose that leaders are one of the primary driving forces in increasing innovative output. To help clarify how leaders achieve this influence, we offer a model of leading for innovation where creativity and innovation are depicted as series of interrelated processes that span multiple levels of analysis (individual, team, and organization). The proposed framework illustrates the direct and indirect ways direct leaders enhance innovation with the resulting discussion helping to highlight the range of behaviors and activities that leaders might engage in to help encourage creative productivity. The implications of our model for HRD scholars, professionals, and other stakeholders—such as executive level leaders, retailers, investors, and consumers—are also discussed.

The character to lead: A closer look at character in leadership.

This study explored The Worthy Leadership Model’s (Thompson, Grahek, Phillips, & Fay, 2008) “Character to Lead” construct, which encompasses three factors (Personal Integrity and Ethics; Organizational Integrity and Courage; and Humility, Gratitude, and Forgiveness) and nine dimensions (personal integrity, ethics, openness, organizational integrity, courage, power, humility, gratitude, and forgiveness). This article reports the results of an empirical test of the model’s character construct using a behavioral measure of character in leadership. The measure (The Worthy Leadership Profile for Executives, WLPe) consisted of self-ratings by director and executive-level leaders (N 275) along with ratings of these leaders by their managers, direct reports, peers, and others (N 4,127 raters). Psychometric characteristics of the ratings are reported along with the relationship of ratings of character in leadership to selected personality variables. The article also examines the degree to which managers, peers, and direct reports perceived factors of character (as compared to factors of capacity and commitment) as being important to leaders’ roles and to the likelihood of future success and/or failure. Finally, the study explored the degree to which ratings on the character construct were related to employees’ perceptions of selected job-related outcomes (past job performance, failure to reach full potential, perceived support for the leadership efforts of others, and overall perceptions of worthy leadership).