Groves Kevin S
College of Business and Economics, California State University, Los Angeles, 5151 State University Drive, Los Angeles, CA 90032, USA.
J Health Adm Educ. 2006 Winter;23(1):93-110.
Many healthcare professionals question whether the industry's hospitals and multi-site systems are implementing the necessary executive development and succession planning systems to ensure that high potential managers are prepared and aptly selected to assume key executive roles. Survey data, case studies, and cross-industry comparisons suggest that healthcare organizations may face a leadership crisis as the current generation of chief executive officers (CEOs) nears retirement while traditional means of developing the leadership pipeline, including middle-management positions and graduate programs requiring formal residencies, continue to dissipate. Given the daunting challenges that accompany the healthcare industry's quest to identify, develop, and retain leadership talent, this article provides best practice findings from a qualitative study of 13 healthcare organizations with a record of exemplary executive development and succession planning practices. CEOs from six single-site hospitals, six healthcare systems, and one medical group were interviewed to identify industry best practices so that healthcare practitioners and educators may utilize the findings to enhance the industry's leadership capacity.
许多医疗保健专业人员质疑，该行业的医院和多地点系统是否正在实施必要的高管发展和继任计划系统，以确保有潜力的管理人员做好准备并被恰当地选拔出来担任关键的高管职位。调查数据、案例研究和跨行业比较表明，随着当前这一代首席执行官（CEO）接近退休年龄，而培养领导人才的传统方式，包括中层管理职位和需要正式住院实习的研究生项目，继续减少，医疗保健组织可能面临领导力危机。鉴于医疗保健行业在识别、培养和留住领导人才方面面临的艰巨挑战，本文提供了对13个医疗保健组织进行定性研究的最佳实践结果，这些组织在高管发展和继任计划实践方面有着出色的记录。对来自六家单地点医院、六个医疗系统和一个医疗集团的CEO进行了访谈，以确定行业最佳实践，以便医疗保健从业者和教育工作者可以利用这些结果来提高该行业的领导能力。
