Leibert Michael, Leaming Larry E
Missouri State University, Springfield, MO 65897, USA.
Health Care Manag (Frederick). 2010 Jan-Mar;29(1):22-8. doi: 10.1097/HCM.0b013e3181cd8add.
Small rural hospitals, categorized as critical access hospitals (CAHs), are essential to the provision of health care in rural areas of the United States. Critical access hospitals, however, are faced with numerous challenges to their survival that are unique to their role as a rural health care provider. One of the most significant of these challenges involves the retention of well-qualified chief executive officers (CEOs). Following an assessment of the negative implications associated with CEO turnover, the study utilizes survey data obtained from CAHs experiencing CEO turnover to suggest strategies that can be implement by CAH governing board to retain CEO leadership and mitigate the negative impact of CEO turnover. A key issue identified by the authors involves the critical role played by CEO-board relationships and the need for board leadership to create a culture and environment that promotes a strong working relationship and clear expectations between the CAH board and CEO.
被归类为临界接入医院（CAHs）的小型乡村医院，对于美国农村地区的医疗保健服务至关重要。然而，临界接入医院作为农村医疗服务提供者，在生存上面临着诸多独特的挑战。其中最重大的挑战之一涉及留住高素质的首席执行官（CEO）。在评估了与CEO更替相关的负面影响之后，该研究利用从经历CEO更替的临界接入医院获得的调查数据，提出了临界接入医院管理委员会可以实施的策略，以留住CEO领导力并减轻CEO更替的负面影响。作者确定的一个关键问题涉及CEO与董事会关系所起的关键作用，以及董事会领导层营造一种文化和环境的必要性，这种文化和环境能促进临界接入医院董事会与CEO之间建立牢固的工作关系并明确期望。
