The Hospital Turnaround That Wasn't: A Leadership Perspective

Authors

  • Asa Wilson Management Department, Southeast Missouri State University
  • Yvonne Randolph Management Department, Southeast Missouri State University
  • Phrosini Samis-Smith College of Nursing & Health Professions, Valparaiso University

DOI:

https://doi.org/10.14738/abr.126.17129

Keywords:

Hospital turnaround, Leadership style, Organizational behavior

Abstract

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.

Downloads

Published

2024-06-30

How to Cite

Wilson, A., Randolph, Y., & Samis-Smith, P. (2024). The Hospital Turnaround That Wasn’t: A Leadership Perspective. Archives of Business Research, 12(6), 83–93. https://doi.org/10.14738/abr.126.17129

Issue

Vol. 12 No. 6 (2024): Archives of Business Research

Section

Articles

License

Copyright (c) 2024 Asa Wilson, Yvonne Randolph, Phrosini Samis-Smith

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.