A dyad model includes a physician leader as well as a manager that partner together to run the practice.
Published in Chapter:
Developing a Clinical Leadership Pipeline: Planning, Operation, and Sustainability
Valerie A. Storey (University of Central Florida, USA), Thomas E. Beeman (University of Pennsylvania Health System, USA), and Karen Flaherty-Oxler (Atlantic Health System, USA)
Copyright: © 2019
|Pages: 19
DOI: 10.4018/978-1-5225-7576-4.ch010
Abstract
Healthcare systems are embarking on efforts to improve organizational leadership as a lever to promote organizational efficiency. Such efforts have a solid base of research attesting to their effectiveness, and some view them as particularly cost effective. This chapter fills an important gap in the literature on healthcare systems leadership by presenting (1) a rationale and approach from the perspective of a healthcare systems chief executive officer for understanding the strategic planning, resources, and expenditures associated with efforts to prepare, hire, evaluate, develop, and support clinical leaders; (2) a theoretical foundation and framework for a systems approach to an organizational healthcare leadership pipeline; and (3) a sample case study describing the observed outcomes of a strategically developed leadership pipeline. The case study highlights the resources required to put in place and operate clinical leadership pipelines—pipelines for preparing, hiring, supporting, and managing clinical leaders—based on one large healthcare system.