This case study explored the strategies organizational leaders adopted to develop a team-based leadership structure over a 10-year period (1997-2007) at a stand-alone, not for profit, metropolitan, acute care hospital in California. Four major conclusions were drawn concerning the team-based leadership structure: (a) it was a phenomenon that occurred over time and evolved from various strategies used to address financial challenges; (b) none of the strategies employed were considered a failure; (c) multidisciplinary teams positively influenced the business aspect of the organization’s performance while simultaneously increasing the quantity and quality of its services; and (d) the organization’s work teams within the formal structure paralleled the functions and goals of the multidisciplinary team.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 69/08, Dissertation Abstracts International|
|Subjects:||Management, Health care management|
|Keywords:||Grass-roots leadership, Hospital industry, Leadership, Management, Restructuring, Team-based, Team-based leadership structure, Transformational leadership|
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