Date of Conferral

2022

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Matasha MurrellJones

Abstract

Healthcare organizations’ leaders' lack of strategies to effectively deploy and monitor departments’ productivity goals affect overall organizations’ performance. Healthcare leaders who fail to deploy and monitor departmental productivity strategies effectively are limited to enhancing healthcare organizations’ performance outcomes. Grounded in transformational leadership theory, the purpose of this qualitative multiple case study was to explore strategies healthcare organizations’ leaders use to effectively identify, deploy, and monitor departments’ goals for improving their overall organization's performance. The participants were 20 healthcare leaders who successfully demonstrated success in improving their organizations’ departmental-specific productivity performance. Data were collected using semistructured interviews and a review of literature along with departmental-specific processes and practices. Through thematic analysis, five themes were identified: (a) communication, (b) data-driven decision making, (c) information transparency, (d) employee engagement, and (e) performance management. Key recommendations are for healthcare leaders to build an engaged organizational culture through employee engagement, purposeful communication, and data sharing that facilitates identification, development, and monitoring of actions to enhance product performance. The implications for positive social change include the potential to enable the public to access more efficient and productive health care systems for improved quality of patient care.

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