Abstract
ABSTRACT
Purpose. The purpose of this study was to explore the real-world perceptions, challenges, and experiences of CEOs in Federally Qualified Health Centers as they use adaptive leadership behaviors. The study was intended to generate a practical theory of utilizing adaptive leadership behaviors within a FQHC setting for organizational success.
Theoretical Framework. The theoretical framework for this study was based on the qualitative constructivist grounded theory and used analytical memo writing and theoretical sampling to understand the experiences and perceptions of CEOs using adaptive leadership behaviors.
Methodology. The researcher conducted 21 interviews with CEOs from various sized FQHCs within the state of California.
Findings and Conclusions. This study found that to effectively use adaptive leadership behaviors for organizational success, CEOs should focus on engagement, empowerment, and consensus building with their leadership teams. The research presented in this study provides a pragmatic approach and framework to examine adaptive leadership within the health care industry.
Recommendations. This study recommends further research be done in the use of adaptive leadership behaviors in FQHCs at all levels.