This study investigated the phenomenon of hospital leadership in a free-standing psychiatric hospital attached to a private, non-profit medical center. This phenomenon was studied primarily because little is known about leadership in hospitals. Therefore, the question: What is hospital leadership? was addressed. Secondary issues pertaining to external, internal, and personal aspects of hospital leadership were also addressed. They included developing understanding of: (a) How environmental constraints might affect the practice of hospital leadership; (b) how the practice of hospital leadership might vary internally; and (c) how the values and beliefs of hospital leaders might affect the practice of hospital leadership. / Hospital leadership was considered to be a form of cultural expression; therefore, ethnography was chosen as the method of research. Moreover, ethnography was chosen because it encourages development of grounded concepts and theory; outcomes expected to inform the practice of hospital leadership. / Research proceeded in three stages--entry and orientation, data gathering, and ethnography preparation--and used observation, interviewing, and secondary sources of information to generate data. Data were recorded as fieldnotes, and were analyzed continuously according to Spradley's (1980) Developmental Research Sequence Method. Data were presented as follows: Narrative descriptions of key domains, critical events, and emergent themes; ranked frequency tables for guided interview responses; taxonomies for other domains; and topological and schematic diagrams to summarize the cultural scene and concluding thesis. / This thesis suggests leadership is essentially a process of implementing a mission through the attainment of goals. It involves two major components: Values and power. Values are necessary to establish the mission; power is necessary to overcome goal constraints. Outcomes provide measures of goal attainment and quality of leadership. Feedback provides information on constraints, clarifying where power should be directed. Goals may be modified in the process. / Implications include: Successful leadership requires (a) there be a clear mission, implicitly shared by members of an organization; (b) that a leader have sufficient power to overcome constraints; and (c) that a leader be able to benefit from feedback. Future research possibilities suggested by these implications were discussed. / Source: Dissertation Abstracts International, Volume: 48-12, Section: B, page: 3526. / Thesis (Ph.D.)--The Florida State University, 1987.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_76201 |
| Contributors | COX, MARK CHRISTOPHER., Florida State University |
| Source Sets | Florida State University |
| Detected Language | English |
| Type | Text |
| Format | 268 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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