The Hospital Turnaround That Wasn't: A Leadership Perspective
DOI:
https://doi.org/10.14738/abr.126.17129Keywords:
Hospital turnaround, Leadership style, Organizational behaviorAbstract
The concept/reality of an at-risk hospital is discussed in terms of its attributes and performance shortcomings. A hospital case example of a four-year turnaround intervention is presented. The case identifies a leadership style associated with a presumed turnaround initiative. The discussion’s goal is to link visible performance improvement outcomes with a contradictory leadership approach. This case underscores the difference between a difficult management strategy presenting itself as a dynamic, innovative leadership front.
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Copyright (c) 2024 Asa Wilson, Yvonne Randolph, Phrosini Samis-Smith
This work is licensed under a Creative Commons Attribution 4.0 International License.
