Leadership succession planning in healthcare is a relatively new concept. Leadership development encompasses leadership succession planning and is handled differently by a variety of health care organizations. This study presents a look into hospitals and health systems and whether or not they engage or do not engage in leadership succession planning. The variables analyzed include hospital and health system revenue size, ownership status (for-profit versus not-for-profit) and whether or not the entity has a women's health center and/or service within its structure. The results showed more frequent leadership succession planning engagement by hospitals and health systems with higher revenue, with not-for-profit status and/or had a women's health center and/or services than that did not. Further research is needed to determine the length and success of leadership succession planning among these particular organizations.
|Commitee:||Acosta-Deprez, Veronica, Reynolds, Grace, Sinay, Tony|
|School:||California State University, Long Beach|
|Department:||Health Care Administration|
|School Location:||United States -- California|
|Source:||MAI 51/04M(E), Masters Abstracts International|
|Subjects:||Business administration, Health sciences, Health care management|
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