Structure of health-care dyad leadership: an organization's experience

Leadership in Health Services
Anurag SaxenaDon Philippon

Abstract

Purpose This study aims to explore the structural aspects (roles, responsibilities and reporting) of dyad leadership in one health-care organization (HCO). Design/methodology/approach The perceptions of 32 leaders (17 physician leaders and 15 dyad co-leaders) in formal leadership positions (six first-level with formal authority limited to teams or divisions, 23 middle-level with wider departmental or program responsibility and three senior-level with institution-wide authority) were obtained through focus groups and surveys. In addition, five senior leaders were interviewed. Descriptive statistics was used for quantitative data, and qualitative data were analyzed for themes by coding and categorization. Findings There are a large number of shared responsibilities in the hybrid model, as most activities in HCOs bridge administrative and professional spheres. These span the leadership (e.g. global performance and quality improvement) and management (e.g. human resources, budgets and education delivery) domains. The individual responsibilities, except for staff and physician engagement are in the management domain (e.g. operations and patient care). Both partners are responsible for joint decision-making, projecting a united front...Continue Reading

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Citations

Sep 6, 2020·Journal of Health Organization and Management·Jessica Miller ClouserJing Li
Oct 6, 2020·Healthcare Management Forum·Anurag Saxena
Apr 27, 2020·Best Practice & Research. Clinical Anaesthesiology·M Susan MandellJing Zhao
Oct 26, 2021·Healthcare Management Forum·Jonathan Sanders, Carl Balcom

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