Perceptions of Hospital CEOs about the Effects of CEO Turnover

  title={Perceptions of Hospital CEOs about the Effects of CEO Turnover},
  author={Amir A. Khaliq and David M Thompson and Stephen Lee Walston},
  journal={Hospital Topics},
  pages={21 - 27}
Empirical evidence is scarce on chief executive officer (CEO) turnover in U.S. hospitals, with potentially serious implications for many of these organizations. This study, based on a nationwide survey of CEOs at non-federal general surgical and medical community hospitals conducted in the spring of 2004, reports the perceptions of hospital CEOs regarding the circumstances and impact of CEO turnover on U.S. hospitals. In the opinion of the respondents, the impact includes competitors taking… 
Hands and gloves: The relationship between CEOs and organizational context in U.S. hospitals
The results show significant differences between For-profit and Not-for-profit (NFP) hospital CEOs, as NFP CEOs are more likely to be older and to have longer tenures within their organizations than their FP counterparts.
The consequences of executive turnover
Steps which health services planners may take to attempt to minimise executive turnover include providing staff members with appropriate challenges and opportunities for growth and ensuring that a clear succession plan is in place to minimising the impact for the organisation and its staff.
CEO Turnover Among U.S. Acute Care Hospitals, 2006–2015: Variations by Type of Geographic Area
The study suggests that the stability of hospital CEO leadership has declined over the past decade, particularly for vulnerable frontier hospitals, and highlights the need for recruitment and retention strategies to address this challenge.
Critical Access Hospital Chief Executive Officer Turnover: Implications and Challenges for Governing Boards
The study utilizes survey data obtained from CAHs experiencing CEO turnover to suggest strategies that can be implement by CAH governing board to retain CEO leadership and mitigate the negative impact of CEO turnover.
The contribution of interim executives to the healthcare industry
This is the first research-based study of interim executive services in the US healthcare industry and opens a new area of inquiry for academic investigation of the role of interim chief executives and board members in acute care hospitals across the United States.
Tenure and Turnover Among State Health Officials From the SHO-CASE Survey: Correlates and Consequences of Changing Leadership
Tenures among State Health Official tenures have become shorter over time and continue to be shorter than industry chief executive officers and best practice recommendations from organizational researchers.
Incoming and Outgoing Hospital CEOs: What Kind of Help Do They Want?
Comments and suggestions in response to three open-ended questions about specific activities or processes that would help incoming and outgoing CEOs felt the need for a structured orientation process, succession planning, concrete peer and organizational support, training on recruitment and retention for the board.
Breaking down professional boundaries : how can doctors and managers work together to better manage health care organisations?
High levels of hospital CEO turnover contributes to lack of engagement between doctor managers and senior health service administrators, influencing their ability to meet the continual challenges of health reform.
CEO succession: what we know and where to go?
Purpose The purpose of this paper is to conduct a comprehensive analysis and synthesis of the splintered chief executive officer (CEO) succession literature and provide a unifying future
A national view of rural health workforce issues in the USA.
The association between CEOs' reported shortages of two or more primary care doctors and their indication of the need for other health professionals was statistically significant for nurse practitioners, physician assistants, pharmacists, and dentists.


Hospital chief executive officer turnover.
The analysis of the data in this study indicates that smaller hospitals experience higher turnover rates than do their larger counterparts and that the investor-owned sector led in turnover rates among hospital CEO turnover rates.
The Impact of Forced CEO Turnover on Committee Structure
In a decade where corporate restructuring is common, it is not surprising to read about replacement CEOs who bring in their own management teams. Consider, for example, Albert J. 'Chainsaw Al' Dunlap
Turnover at the top: Utah hospital CEOs in a turbulent era.
For the 15-year period, the lowest rate of turnover and turnover due to force out were in the largest hospitals--all of which are urban, all of which belongs to a multihospital system, and none of which is for profit.
Staying Put
This study examined the relationship between two forms of embeddedness and turnover intentions using a sample of 1,189 employees of a government agency and an additional sample of 346 nurses at a
The Effects of CEO–Board Relations on Hospital Performance
The results show that CEO–board participation is an effective governance mechanism that significantly enhances hospital performance.
A comparison of Utah hospital CEO turnover between 1973-1987 and 1988-1992.
For both periods, the lowest rates of turnover and involuntary turnover were in the largest hospitals, all urban, all but one in a multihospital system, and one for-profit.
Hospital CEO turnover contines decline in 2002.
  • Medicine
    Healthcare executive
  • 2003
Hospital chief executive turnover
  • Hospital Topics 68 (1): 35-39. statement of Ownership, Management, and Circulation
  • 1990