Abstract
Purpose. The purpose of this study was to identify individual values of those in executive leadership roles in acute care hospitals. It also determined if values guide in decision making, if the values of those in hospital leadership are in conflict or compromised, and if values change. Theoretical framework. In the last decade, the economics of healthcare have undergone dramatic change. It is the role of hospital leadership to balance concurrent and competing claims for resources. Senior leadership has the ability to affect the type and quality of healthcare services provided to constituents, namely patients, through the control and management of resources. Substantial evidence exists indicating deficiencies in the quality of healthcare services. Minimal research has been conducted regarding the values of those in hospital leadership. Alteration to the delivery of patient services as an outcome to value changes has been unexplored. Methodology. Data from eleven, southern California, acute-care hospitals were obtained. Senior hospital leadership of the facilities were interviewed and results analyzed. The interview questions focused on individual values, compromise and change. Qualitative data analysis was completed utilizing the "Nud*ist" softwear system. Findings. This study found that those in healthcare leadership have values that they are able to articulate and prioritize. The majority of CEOs and CNOs are faced with values compromise at some point in their careers. Participants identified a number of strategies when faced with compromise. The affects on patient services related to ownership changes, restructuring, and layoffs was reported. Leadership values were compared to that of the organization and each other. Conclusions and recommendations. From the results of this study it can be concluded that for those in senior hospital leadership, there is a high probability they will face value challenges. Those in senior hospital leadership have a developed set of values that they are able to articulate and prioritize, and that values change. Recommendations include the expansion of the study to more hospitals and participants, varying geographic locations, and the inclusion of other senior leadership members. Further exploration into the concept of "maturity" and its role of values development and changes is suggested.