HEALTHCARE IN UK

Healthcare in UK

[Name of the Institute]ABSTRACT

Effective leadership is essential to circumnavigating the numerous obstacles confronting the healthcare industry. In addition, the current health system is suffering from a proficient leadership gap. However, identifying and developing executives with the greatest potential to become strong, up-and-coming healthcare C-level executive leaders can close this gap. The purpose of this quantitative cross-sectional research study will be to explore the self-perceived leadership style(s) of C-level healthcare executives in UK: chief executive officer (CEO), chief financial officer (CFO), chief human resource officer (CHRO), chief information officer (CIO), chief nursing officer (CNO), and chief operating officer (COO) as it relates to leadership readiness and leadership effectiveness. The study will utilize Bass and Avolio's Multifactor Leadership Questionnaire 5X (MLQ 5X) short form to collect and measure C-level healthcare executives' leadership style. A researcher-designed questionnaire will collect and measure data related to C-level healthcare executives perceived leadership readiness, leadership effectiveness, and demographic information. The study sample will consist of C-level healthcare executives currently employed in hospitals with 100 or more beds. The survey will be distributed to 447 C-level healthcare executives. Using a non-experimental cross-sectional descriptive design, the study will address three research questions and three hypotheses. Linear and multiple regressions will analyze the hypotheses that will drive this study.



CHAPTER 1: INTRODUCTION4

Purpose of the Study5

Research Questions and Hypotheses7

Research Questions7

Research Hypotheses7

Significance of the Study8

CHAPTER 2: LITERATURE REVIEW10

CHAPTER 3: METHODOLOGY12

Recruitment13

Sample Size13

Research Setting14

Participant Contact15

REFERENCES16

CHAPTER 1: INTRODUCTION

Numerous factors amalgamating to create the opportunity for failure and collapse of the current healthcare system continue to approach a state of crisis. Consequently, undergoing these projected monumental changes, the U.S. healthcare system has entered the “Era of Accountability” with the materialization of “pay for performance experiments, Accountable Care Organizations (ACO), and call for value-based healthcare” (Bush, 2012, p. 29).

Arguably, under a relentless stream of pressures, today's C-level healthcare executives are to meet these regulatory compliances; adapt to customers growing demand for superior value that is becoming more than ever arduous to control. It is essential for C-level healthcare executives: chief executive officer(CEO), chief financial officer (CFO), chief human resource officer (CHRO), chief information officer (CIO), chief nursing officer (CNO), and chief operating officer (COO) to be prepared and effective leaders. In addition, they must be capable of instituting change to transform integrated healthcare delivery systems to satisfy the drivers demanding accountability within healthcare organizations.

According to Bush (2012), these drivers include spiraling healthcare cost unrelated to patient outcome advances, amplified understanding of the harm and unwarranted inconsistency of a disjointed health system, existence of overwhelming health disparities in spite of scientific advances in patient care, and the enhanced cognizance of healthcare glitches in the age of consumer enablement. Bass and Bass (2008), note involving the interaction of multiple variables, leadership is a complex process. Equally important, to explicate leadership approaches, behavior styles, and best practices many theories have been developed.

Moreover, the scholars assert effective leaders' perceptions of the apt leadership approach and behavioral style, as well as, initial trait theories suggest ...