The problem of increased emergency room use has made it difficult to manage free healthcare programs without changes in leadership constructs (Vladeck, 2006). The purpose of this qualitative, phenomenological study was to explore and understand the central role of administrative leadership as it relates to community-based healthcare. Data collected on the lived experiences of administrative leaders in the form of personal interviews explored their role in leadership. Findings indicated that many community-based healthcare programs have been inefficient because the effective leadership qualities required for introducing change, such as vision, innovation, and continuous improvement, have not been present (Culbertson, 2000; Havighurst, 2002). Key findings indicated that the process of leadership and introducing change is a social process and the accumulation of multiple stakeholders that requires changes in attitudes, perceptions and behaviors on many levels.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-B 70/03, Dissertation Abstracts International|
|Subjects:||Public policy, Health care management|
|Keywords:||Community-based, Community-based healthcare, Emergency room care, Free healthcare, Health care, Leadership, Leadership in healthcare, Pulbic health|
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