Healthcare Executive Leadership Development and Succession Planning

Healthcare Executive Leadership Development and Succession Planning by Robin Ford Dillard MBA, Webster University, 1980 BSN, University of Maryland, 1976 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2017 Abstract Business leaders face leadership crises as executives from the baby boomer generation retire, creating a shortage of experienced and knowledgeable leaders. Some business leaders are unprepared for the replacement of retiring senior-level executives and lack strategies for succession planning. The findings of this study indicate succession planning and leadership development play a significant role in preparing future healthcare leaders in their ability to improve the quality of patient care and improve the strategic and financial health of the organization. Guided by the human capital theory the purpose of this multiple case study was to explore the strategies used by healthcare leaders for succession planning. The study consisted of interviewing the chief executive officers of 3 separate hospitals operating under a multihospital system located in southcentral Texas. The data collection process included semistructured interviews and review of relevant organizational documents related to leadership development. Through methodological triangulation and employing Yin’s 5-step data analysis technique of design, prepare, collect, analyze and share, several themes emerged as strategies for succession planning. The themes of executive coaching, leadership dyads, and leadership pipelines, ensure a new generation of emerging leaders have access to experienced leaders through coaching opportunities and allow physicians to co-lead a hospital and maintain a meaningful presence in patient care. Social implications of the study include prepared leaders to implement the ongoing healthcare reform in the United States, trained to improve the quality of care provided to patients.Business leaders face leadership crises as executives from the baby boomer generation retire, creating a shortage of experienced and knowledgeable leaders. Some business leaders are unprepared for the replacement of retiring senior-level executives and lack strategies for succession planning. The findings of this study indicate succession planning and leadership development play a significant role in preparing future healthcare leaders in their ability to improve the quality of patient care and improve the strategic and financial health of the organization. Guided by the human capital theory the purpose of this multiple case study was to explore the strategies used by healthcare leaders for succession planning. The study consisted of interviewing the chief executive officers of 3 separate hospitals operating under a multihospital system located in southcentral Texas. The data collection process included semistructured interviews and review of relevant organizational documents related to leadership development. Through methodological triangulation and employing Yin’s 5-step data analysis technique of design, prepare, collect, analyze and share, several themes emerged as strategies for succession planning. The themes of executive coaching, leadership dyads, and leadership pipelines, ensure a new generation of emerging leaders have access to experienced leaders through coaching opportunities and allow physicians to co-lead a hospital and maintain a meaningful presence in patient care. Social implications of the study include prepared leaders to implement the ongoing healthcare reform in the United States, trained to improve the quality of care provided to patients. Healthcare Executive Leadership Development and Succession Planning by Robin Ford Dillard MBA, Webster University, 1980 BSN, University of Maryland, 1976 Doctoral Study Submitted in Partial Fulfillment Of the Requirements for the Degree of Doctor of Business Administration Walden University October 2017 Dedication I dedicate the study to healthcare executive leaders engaged in the challenge of influencing succession planning within their organization and ensuring positive social change. Your leadership acumen improves the quality of patient care, our healthcare systems, and our communities. I hope the recommendations strengthen your decisionmaking skills and illuminate your future paths in leadership development and succession planning. Acknowledgments Foremost I thank my exemplary study chair, Dr. Olivia Herriford, for scholarly, professional, and insightful guidance throughout the doctoral process. Dr. Herriford’s academic acumen supported execution of the study and fostered explorations of new avenues of inquiry. To Dr. Teresa Jepma, second committee member, Dr. John House (retired), and Dr. Judy Blando, University Research Reviewers, and Dr. Freda Turner, Program Director each strengthened my study depth and stretched me academically. I extend a special thank you to Dr. Gene Fusch, methodologist who provided scholarship expertise and research mastery through the multiple conference calls arranged by Dr. Herriford, for myself and graduating classmates, More Layen and Keri Allen. Dr. Fusch’s attention to detail was instrumental in helping me to understand member checking, data saturation, and triangulation better. To my classmates, I value the academic growth we experienced together during this doctoral process. Profound gratitude goes out to each of the healthcare executives who participated in my interviews and generously shared their insights and brilliant strategies. Finally, I could not have completed this journey without the love and support of my family and friends. To my parents, no longer alive, but remain in spirit with me always, for their unconditional love, gave me the strength and endurance to achieve my dreams. To my loving husband, Porter C. Dillard, my children Tai, Jarett, and Darik, and my twin sister, Lark A. Ford, Ph.D., MSN, MA, BSN, RN your presence in my life provided extraordinary support to me throughout this journey. To my best friend, Lillian Martin Jones, M.D., and coworker, Jodi Sacks, Ph.D., ANP, ACHPN, your words of encouragement and wisdom kept me focused.