Hospital CEO Research Articles

Communion then Agency: Women’s Ascension to the Hospital CEO Role

Communion then Agency: Women’s Ascension to the Hospital CEO Role

The determinants of nonprofit hospital CEO compensation.

Hospital CEO salaries have grown quickly over the past two decades. We investigate correlates of rising nonprofit hospital CEO pay between 2012 and 2019 by merging compensation data from Candid's IRS 990 forms with hospital data from the National Academy for State Health Policy Hospital Cost Tool. Almost half of the measured increase in CEO compensation (44.5%) accrued to a "base case" CEO, who was leading a non-teaching hospital system or independent hospital with fewer than 100 beds that earned 0 profits and provided no charity care. Another 28.5% of the measured salary increase resulted from changes in the generosity with which observable metrics were rewarded, particularly the reward for heading a system with 500 or more beds. The remaining 27% resulted mostly from hospital systems or single hospitals that increased their profits or bed size over time. The increase in CEO compensation associated with leading larger healthcare systems and earning greater profits may explain the increase in healthcare system consolidation which has occurred over the last several years.

Leading a Healthcare Organization During a Period of Social Change: A Qualitative Study of Chief Executive Officers.

In recent years, organizational leaders have faced growing pressure to respond to social and political issues. Although previous research has examined the experiences of corporate CEOs engaging in these issues, less is known about the perspectives of healthcare leaders. To explore the experiences of healthcare CEOs engaging in health-related social and political issues, with a specific focus on systemic racism and abortion policy. Qualitative study using semi-structured interviews from February to July 2023. CEOs of US-based hospitals or health systems. One-on-one interviews which were audio recorded, professionally transcribed, and analyzed using thematic analysis. This study included 25 CEOs of US-based hospitals or health systems. Almost half were between ages 60 and 69 (12 [48%]), 19 identified as male (76%), and 20 identified as White (80%). Approximately half self-identified as Democrats (13 [55%]). Most hospitals and health systems were private non-profits (15 [60%]). The interviews organized around four domains: (1) Perspectives on their Role, (2) Factors Impacting Engagement, (3) Improving Engagement, and (4) Experiences Responding to Recent Polarizing Events. Within these four domains, nine themes emerged. CEOs described increasing pressure to engage and had mixed feelings about their role. They identified personal, organizational, and political factors that affect their engagement. CEOs identified strategies to measure the success of their engagement and also reflected on their experiences speaking out about systemic racism and abortion legislation. In this qualitative study, healthcare CEOs described mixed perspectives on their role engaging in social and political issues and identified several factors impacting engagement. CEOs cited few strategies to measure the success of their engagement. Given that healthcare leaders are increasingly asked to address policy debates, more work is needed to examine the role and impact of healthcare CEOs engaging in health-related social and political issues.

Professional Management Competence of Chinese Hospital Executives: An Analysis

Over the past few decades, China's healthcare industry has seen tremendous alterations. The position of hospital executives, who play a crucial role in directing the course of healthcare organisations, is central to these shifts. This study offers a thorough investigation of Chinese hospital executives' professional management proficiency. The study explores several aspects of this competency, including planning ability, control ability, and problem-solving ability, by using a mixed-method approach. These factors are essential for guaranteeing better patient outcomes and efficient hospital administration. The study also finds several outside variables that affect these competencies, including leadership dynamics, policy ambiguity, and training programmes. This study provides a thorough understanding of the management environment among Chinese hospital executives by in-depth examinations of the literature, interviews, and a questionnaire survey. The research's conclusions not only provide important context for China's hospital management procedures, but they also pave the way for more studies in this area. The study emphasises the significance of improving hospital executives' professional competencies and the demand for focused interventions in this area. Hospital CEOs' roles will become ever more important as China's healthcare system develops. The present study makes a substantial contribution to the current corpus of information by illuminating the abilities necessary for efficient hospital administration in China

Professional management competence of chinese hospital executives: an analysis

Over the past few decades, China's healthcare industry has seen tremendous alterations. The position of hospital executives, who play a crucial role in directing the course of healthcare organizations, is central to these shifts. This study offers a thorough investigation of Chinese hospital executives' professional management proficiency. The study explores several aspects of this competency, including planning ability, control ability, and problem-solving ability, by using a mixed-method approach. These factors are essential for guaranteeing better patient outcomes and efficient hospital administration. The study also finds several outside variables that affect these competencies, including leadership dynamics, policy ambiguity, and training programmes. This study provides a thorough understanding of the management environment among Chinese hospital executives by in-depth examinations of the literature, interviews, and a questionnaire survey. The research's conclusions not only provide important context for China's hospital management procedures, but they also pave the way for more studies in this area. The study emphasizes the significance of improving hospital executives' professional competencies and the demand for focused interventions in this area. Hospital CEOs' roles will become ever more important as China's healthcare system develops. The present study makes a substantial contribution to the current corpus of information by illuminating the abilities necessary for efficient hospital administration in China

Causes & Consequences of Health Care CEO Turnover in Australia and Retention Strategies: A Qualitative Study.

It has been highlighted the increasing CEO turnover is a major issue for Australian and international health care organizations. Some of the negative consequences of CEO turnover includes organizational instability, high financial costs, and affecting patient care. On average, CEOs leave their role within 1 to 2 years after commencement, which can be detrimental to the hospital's overall functioning. Therefore, this study aims to identify the causes and consequences of increasing CEO turnover in health care, so retention strategies could be devised. Fourteen hospital CEOs across Australia were interviewed online to answer 5 open ended questions related to qualities of a CEO, challenges of the CEO role, Causes and consequences of increasing CEO turnover and recommendation for CEOs retention. Interviews followed a semi-structured schedule to prompt discussion in relation to the above. The study has identified that CEOs possess certain qualities such as self-awareness, leadership style, resilience that enable them to perform their role well. Challenges of this role such as COVID-19, managing organizational change staff management has been found and discussed. Broadly, causes have been divided into 5 major categories such as Organization, Performance, Pressure, Personal and Health reform. It was found that increasing CEO turnover can be damaging to the hospital, not just the staff and patients suffer but the surrounding community gets adversely affected. To minimize CEO turnover, it was suggested that the board needs to support their CEO by advocating and investing in organizational culture and leadership programs. The findings of this study aid, the board with certain strategies through which CEO can be supported. CEOs made certain recommendations in this study to minimize the turnover which can make such a big impact on health care as this may lead to better functioning hospitals in Australia. Moreover, these strategies could be used internationally to help them CEOs retain in their position.

Professional Management Competence of Chinese Hospital Executives: An Analysis

Over the past few decades, China's healthcare industry has seen tremendous alterations. The position of hospital executives, who play a crucial role in directing the course of healthcare organisations, is central to these shifts. This study offers a thorough investigation of Chinese hospital executives' professional management proficiency. The study explores several aspects of this competency, including planning ability, control ability, and problem-solving ability, by using a mixed-method approach. These factors are essential for guaranteeing better patient outcomes and efficient hospital administration. The study also finds several outside variables that affect these competencies, including leadership dynamics, policy ambiguity, and training programmes. This study provides a thorough understanding of the management environment among Chinese hospital executives by in-depth examinations of the literature, interviews, and a questionnaire survey. The research's conclusions not only provide important context for China's hospital management procedures, but they also pave the way for more studies in this area. The study emphasises the significance of improving hospital executives' professional competencies and the demand for focused interventions in this area. Hospital CEOs' roles will become ever more important as China's healthcare system develops. The present study makes a substantial contribution to the current corpus of information by illuminating the abilities necessary for efficient hospital administration in China.

Training needs assessment of hospital CEOs in a developing country: the example of Iran.

It is essential to identify the necessary competencies of hospital CEOs in order to improve the quality and efficiency of services they provide. Expert leadership skills and competencies can have a significant impact on the success of an organization, benefiting both patients and staff. This study aimed to assess the competencies and training needs of hospital CEOs in Iran public hospitals. We conducted this cross-sectional analytical study through a self-assessment questionnaire, which was a web-based platform developed by the WHO country office in Iran, between July 2018 and September 2018. The questionnaire was completed by 180 hospital CEOs and included a core set of 81 items based on Assessing the Competency of Hospital CEO. These items were categorized into five superordinate categories: leadership, personality and quality of individual behavior, knowledge and business skills, social responsibility, and healthcare environment. In addition, we conducted focus groups with 30 hospital CEOs, supervisor assessments with 10 hospital managers, and interviews with 10 supervisors. Of the 180 questionnaires distributed, 78% were returned, and most respondents were medical specialists. The need for leadership competencies such as individual behavior skills and change management received the highest priority. Most respondents required training in management skills, including financial management, governance, strategic thinking, quality improvement, and disaster management. Providing needs-based education is crucial, especially in developing countries. In this study, leadership and strategic thinking were found to be the most needed competencies among hospital CEOs in Iran. These findings serve as reference points for developing countries with similar backgrounds and healthcare environments as Iran.

Determinants and Effects of Hospital CEO turnover in Germany

Determinants and Effects of Hospital CEO turnover in Germany

Therapeutic Hospital Gardens: Literature Review and Working Definition.

This review explores the role of purposefully designed and well-integrated therapeutic hospital gardens (THGs) for the benefits of patients, their families, and staff. Significant benefits are realized when people are in contact with nature in the city. Although hospital gardens are prevalent and the beneficial effects of nature on health are widely acknowledged, the establishment of a consistent definition for hospital gardens that promote health is vital to attain reliable and quantifiable health outcomes. Twenty-eight peer-reviewed journals were critiqued for the period of 2016-2021 and updated with 12 articles from 2021 to 2023 to analyze and synthesize the latest thinking and development in this emergent field. Subsequently, current books and exemplar practice literature were synthesized with the results of the literature review to produce a working definition of THGs. Three themes and 14 subthemes were established showing the interconnectedness of THG definition, user needs and experiences, and the benefits and values of THGs. Two original findings can be established-a need to have a consensus on terminology and to establish design processes. The working definition was produced as a foundational step to guide stakeholders in implementing THGs. THGs can play a role in improving well-being when they are purposefully designed and well-integrated in hospital programs and health policy. Hospital CEOs, designers, and healthcare experts can use the findings and working definition to assist the establishment of such health promoting gardens.

Kern County Hospital Authority Accused of Overpaying for Executive Services

No abstract available. Article truncated after 150 words. Becker’s Hospital Review is reporting that the Bakersfield, CA-based Kern County Hospital Authority, is accused by the local employee union of overpaying two private firms that provide its top executives (1). The union alleges that Cantu Management Group and Meridian Healthcare Partners - both based in Bakersfield - have exceeded contractual amounts by 40 percent to 147 percent, leading to $23 million in overpayments over the past four years. Andrew Cantu of Cantu Management Group is also the CFO of Kern County Hospital Authority and its management representative for independent audits. Russell Judd served as the hospital's CEO until December 2021, and remains president and owner of Meridian Healthcare Partners. A 9-page report alleges the hospital failed to disclose management compensation accurately, to properly correct the issue when notified, and attempted to conceal the overpayments. The union claims to have repeatedly brought questions about the hospital's financial management to the …

Experience of domestic and foreign healthcare by appointment of specialists without medical education to the head positions of medical institutions (literature review)

Following the special attention of foreign colleagues to appoint doctors as hospital managers, the issue 
 of appointing specialists without medical education to the management of medical institutions in Russia is increasingly being looked at and discussed. 
 The purpose of the study is to analyze historical and modern literary sources that highlight the experience of domestic and foreign healthcare by appointing specialists without medical education to the head positions of treatment and preventive medical institutions.
 The analysis of literary sources from 1940 to 2021 was carried out in electronic scientific libraries: Scopus, Web of Science, MedLine, eLibrary, CyberLeninka, Central scientific medical library and the Russian State Library by keywords: manager, physician, physician leadership, hospital CEO
 The article presents historical data on the formation in Russia since the beginning of the 18th century of the first medical institutions for the needs of the army and navy and the appointment of doctors to senior positions in them. From 1755 to 1908, the management of military hospitals was temporarily transferred to specialists without medical education, which led to numerous conflicts and a decrease in the efficiency of hospitals. Currently, in a number of foreign countries, in order to improve the quality of medical care, the issue of transferring managerial functions to doctors in hospitals is being actively discussed.
 The main reasons for the discussion about the expediency of appointing specialists to senior positions in medical institutions without medical education are: shorter terms of their training; health care activities in market conditions; the need for modern managers to possess leadership, managerial, economic and legal competencies.
 Conclusion. The work experience of domestic and foreign health care indicates the expediency of appointing doctors with leadership qualities and special training in the field of healthcare institutions and public health to senior positions in medical institutions. This contributes to the formation of a corporate culture in medical teams and improving the quality of medical care for the population.

Viewpoint

Viewpoint

Evolution of the Chief Medical Officer Role in Teaching Hospitals and Health Systems.

Clinical physician leaders have become an increasingly important asset to hospitals and hospital systems in a changing healthcare environment. Specifically, the role of the chief medical officer (CMO) has expanded and evolved amid the shift to value-based payment models and sharpened focus on patient safety, quality, community engagement, and equity in healthcare, as well as a global pandemic. In light of these changes, this study examined the transformation of CMOs and similar roles and evaluated the current needs, challenges, and responsibilities of clinical leaders today. The primary data source used in this analysis was a survey fielded to 391 clinical leaders in 290 Association of American Medical Colleges-member hospitals and health systems in 2020. In addition, this study compared responses to the 2020 survey with findings from two prior iterations of the survey from 2005 and 2016. The surveys collected information regarding demographics, compensation, administrative titles, qualifications for the position, and the scope of the role, among other questions. All surveys consisted of multiple-choice, free response, and rating questions. The analysis was conducted using frequency counts and percentage distributions. Thirty percent of eligible clinical leaders responded to the 2020 survey. Twenty-six percent of the clinical leader respondents identified as female. Ninety-one percent of the CMOs were members of the senior management team in their hospital or health system. CMOs reported that they were responsible for five hospitals, on average, with 67% indicating they were responsible for more than 500 physicians. This analysis provides hospital and health systems with insight into the expanding scope and complexity of CMOs as they take on greater leadership responsibilities within their institutions amidst a shifting healthcare landscape. In reflecting on our results, hospital leaders can understand the current needs, barriers, and responsibilities of today's clinical leaders.

Effect of Devolved Financial Planning on Health Care Service Delivery in Meru Teaching and Referral Hospital

The Kenyan constitution of 2010 established a decentralized structure of government that upholds health as a fundamental right for every individual. Additionally, it specifies the national governments and county governments’ responsibilities for providing health services as well as the guidelines that should guide their delivery. It became imperative to address the administration, planning, and management of health services in response to the changes after the first general elections held in accordance with the Kenyan constitution (2010) and the establishment of County Governments. Notably, numerous Counties have been plagued with colossal problems including strikes, corruption, and delayed wages that have contributed to subpar service delivery, among other things. The purpose of this study was to analyze the effects of devolved governance on health care service delivery in Meru teaching and referral hospital in Kenya. The objectives of the study were; to examine the effect of devolved financial planning on health care service delivery in Meru teaching and referral hospital, to assess the effect of devolved heath infrastructure on health care service delivery in Meru teaching and referral hospital, to explore the effect of devolved staffing on health care service delivery in Meru teaching and referral hospital and to examine the effect of Policy Framework on service delivery in Meru teaching and referral hospital. The study was based on tanahashi health model and soufflé theory of 1995, and it employed a descriptive research design with a mixed methods targeting 1996 participants comprising of health care workers, at MTReH, outpatient patients visiting the facility, and members of the Meru County Assembly. The study adopted a stratified sampling forming 10 Statas of the respondents, a simple random sampling was subjected to the respondents in their respective Statas to pick the study participant. The study utilized questionnaires for various departments in the hospital and the MCA, interview guide for hospital administrator and CEO and a focus group discussion with the patients for data collection purposes. SPSS version 28 was used to analyze the coded data. The study used both descriptive and inferential statistics for data analysis. Descriptive statistics was presented inform of Mean, frequencies and standard deviations while regression and moment correlation was used for inferential statistics, data presentation was done by use of figures and tables

Value Education or Not?

Scenario: During a faculty development hour, the hospital CEO is presenting the new 5-year strategic plan. The program director queries why education is not included in the plan, to which the CEO replies, “Education is not a strategic goal. Our patients do not find it of value in their care.” What should the response be?

Not Only Funding: How Healthcare Organizations Can Contribute to National Health Service Sustainability

ABSTRACT Healthcare organizations struggle to provide adequate assistance because of the scarcity of resources affecting National Health Systems (NHS) worldwide. It is necessary to find strategies to make the NHS sustainable. Funding cannot always be leveraged, and new variables need to be found. It is asked: What can and should be done in single health organizations to improve the efficacy of the NHS? To answer, several CEOs of Italian hospitals were interviewed. Results suggest that there is a widespread need for improvement of organizational aspects of professionals’ responsibilities, better coordination between health professionals, and in-service training. Several conclusions can be sketched by the analysis of interviews. Current possible NHS problems, as well as practical suggestions on how to improve it, are offered. Bureaucracy, slow decisional processes, and weak reward systems are seen as demons to fight. How? Reforming the regulation system, valorizing professional competencies, and placing stronger emphasis on organizations’ commitment.

The Fun Mother and Her Lovely Assistant

The Fun Mother and Her Lovely Assistant

Hands and gloves: The relationship between CEOs and organizational context in U.S. hospitals

ABSTRACT The upper echelons perspective states that the backgrounds and experiences of strategic managers, especially CEOs, influence organization performance. This study seeks to determine if there is a corresponding variety in the demographic and experiential backgrounds of hospital CEOs relates to hospital profit status, rurality, and competition. Multivariable logistic regression is used to examine a sample of 407 hospital-CEO dyads, created by merging a nationally representative random sample of hospital CEOs (2009–2011), the American Hospital Association database (2013), and Medicare Cost Report Database (2009–2011). The results show significant differences between For-profit (FP) and Not-for-profit (NFP) hospital CEOs, as NFP CEOs are more likely to be older and to have longer tenures within their organizations than their FP counterparts. These results hold even as hospital’s organizational and environmental contexts become similar in terms of rurality and levels of competition. Given the finding that there are differences between hospital CEO backgrounds based on organizational and environmental contexts, future scholarship should examine the degree to which these differences influence hospital performance and care quality outcomes so that hospital governing boards might consider the degree to which executives’ demographic backgrounds and professional experiences align with the hospital’s strategic mission, vision, and goals.

The Moderating Effect of Organization Culture on Competition Intensity and Hospital Quality

This study empirically tests the relationship between hospital competition intensity and its quality, and the moderating impact of hospital culture on this relationship. An emailed questionnaire collected data from 239 American hospital CEO's to validate the measures and test the hypothesized relationships. The results corroborated the importance of competition intensity as determinant of hospital quality and the positive moderating impact of hospital organization culture as measured here. Future research should expand this model to include other potential determinants of hospital quality such as economic conditions and hospital size. Also, future research should explore other potential moderators and mediators for inclusion in a more elaborate model. While hospitals administrators cannot control the intensity of their competition, and are forced to do everything they can to improve hospital quality (including establishing a helpful organization culture), understanding how to measure these constructs and manage their relationships should be very useful.