Healthcare industry faces major challenges in providing care to the aging American population. Strong leaders are needed to address the chaotic, changing healthcare environment. The specific problem is the increasing lack of leaders to address healthcare organization issues involving aging, baby boomer workforce retiring. High-stress jobs and retirements create a leader gap. Succession planning and management (SPM) become significant to healthcare organizations to ensure an appropriately developed pool of internal candidates is available to move individuals forward as leadership positions become available. Leadership development (LD) is critical to SPM processes. Individuals require specific training and mentoring to develop skill sets to meet healthcare industry challenges. The purpose of this qualitative multiple case study was to obtain senior healthcare leaders’ perceptions on leadership practices and SPM processes; and explore if there was a link between LD practices and SPM in an integrated healthcare delivery system to query lived experiences for in-depth understanding. A sample of 11 interviews conducted with multi-levels of senior leaders from corporate to regional and local areas in Southern and Central California. Senior leaders guide SPM processes and implement LD practices. Three research questions guided interviews to seek senior leader perspectives on SPM processes and LD practice in healthcare organizations. NVivo, a computer-assisted data quality analysis software provided the ability to perform coding process following manual coding. Six themes identified involving the need for formal, structured SPM and leadership development to ensure the right person is in the right leader role. The selection process should begin at the employment interview for specific criteria. Measurable outcomes are needed on LD and SPM to ensure success and sustainability. The findings from the study are important in application to healthcare organizations to support an integrated, linked system of SPM and LD to ensure a pipeline to fill leader gaps successfully by identifying individuals from employment interview and through career movement. Future research is needed to enhance the study in various healthcare organization milieus. Qualitative research measuring outcomes would address effectiveness and sustainability of SPM and LD. Qualitative study with lower level leaders’ perceptions would corroborate importance of linking the concepts.
|Commitee:||Settles, Tanya, Watkins, Julia|
|Department:||Business and Technology Management|
|School Location:||United States -- California|
|Source:||DAI-B 79/08(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management, Health care management|
|Keywords:||Leadership, Leadership development, Succession management, Succession planning, Succession planning and management, Succession planning and management link to leadership development|
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