Dotson, E. D.

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Andrews University

Journal of Applied Christian LeadershipVolume 7 | Number 2 Article 182013The Business Case for Leadership Diversity inHealth Care [Dissertation Notice]E. D. DotsonFollow this and additional works at: https://digitalcommons.andrews.edu/jaclPart of the Leadership Studies CommonsThis Leadership Resource is brought to you for free and open access by Digital Commons @ Andrews University. It has been accepted for inclusion inJournal of Applied Christian Leadership by an authorized editor of Digital Commons @ Andrews University. For more information, please contactrepository@andrews.edu.Recommended CitationDotson, E. D. (2013) "The Business Case for Leadership Diversity in Health Care [Dissertation Notice]," Journal of Applied ChristianLeadership: Vol. 7: No. 2, 114-115.Available at: https://digitalcommons.andrews.edu/jacl/vol7/iss2/18DISSERTATION NOTICESAdelman, K. S. (2010). Employeevoice and upward communication:A phenomenological collective casestudy of leadership behaviors inperformance excellence award winning health organizations.Ph.D., Capella University.this study was exploratory innature, utilizing a phenomenologicalcollective case study approach. thephenomenon under study was thelived experiences of individuals sur-rounding employee voice and upwardcommunication. the purpose was to understand cEO behaviors andactions that promote employee voiceand upward communication in per-formance excellence award-winninghealthcare organizations. the resultssuggested the award-winning cEOsfacilitated employee voice andupward communication by beingapproachable, largely achievedthrough their regular presencethroughout their organization. Bybeing consistently visible and avail-able to employees, these cEOs fos-tered relationships, built trust, andpromoted open, upward communica-tion. Leaders in the case studies created a cultural focus on continu-ous improvement largely built aroundtransparency of information, and particularly looking for the bad newsfrom their employees. Voice invitationand positive voice response fromleaders reinforced critical upwardfeedback as not only welcome, but expected. Barr, D. A. (2008). Leveragingleadership in public health middlemanagement. M.A., Royal RoadsUniversity.the strategic direction of Kingston,Frontenac, Lennox, and AddingtonPublic health, in keeping with thenewly revised framework of publichealth standards in the Province ofOntario, embraces leadership devel-opment. this research examines how the organization can support theemerging role and leadership devel-opment of middle management. Areview of the literature includes theexploration of middle management,leadership development, and organi-zational culture and change. Anaction research approach was used to capture qualitative results throughthe methodology of personal inter-views and focus groups. Findings andconclusions focus on communicationplans, leadership competencies, andprofessional development. Study rec-ommendations consist of enhancingthe internal professional developmenttool, acting on leadership develop-ment trends, building communicationsystems, and creating plans for thesuccession of leaders.Dotson, E. D. (2008). The busi-ness case for leadership diversity in health care. Ph.D., University of California, Berkeley.this research explores the influ-ence of leadership diversity, asdefined by race and ethnicity, on the financial success of healthcareorganizations and the quality of carereceived by patients served by theorganizations. it examines whetherleadership diversity is associated withfinancial and quality outcomes in anorganized delivery system in whichreduced hospital stays suggest eco-nomic savings. Patient diversity andracial concordance are also includedas independent variables regressedon outcome measures.Financial and quality of care datafor a sample of 24 hospitals in an inte-grated health system were assessedover a five-year period. Annual dis-charge data are the measure of costs,while clinical process data for cardio-vascular care (acute myocardialPAGE  114 Vol. 7, No. 2 FALL 20131Dotson: The Business Case for Leadership Diversity in Health Care [DisserPublished by Digital Commons @ Andrews University, 2013THE JOURNAL OF APPLIED CHRISTIAN LEADERSHIP PAGE  115D I S S E R T A T I O N  N O T I C E Sinfarction and heart failure adher-ence) are measures of quality of care.the analysis found an inverse associ-ation between leadership diversityand discharges, indicating a reduc-tion in cost based on the number ofhospital stays. the analysis did notprovided support for an associationbetween leadership diversity and thetwo measures of cardiovascular quali-ty of hospital care. Patient diversityand racial concordance were alsoassociated with both financial andquality outcomes. Harrigan, M. L. (2005).Leadership challenges in Canadianhealth care: Exploring exemplaryprofessionalism under the malaiseof modernity. Ed.D., Simon FraserUniversity.this thesis explores the nature ofleadership within the health profes-sions and the influences upon themof the “malaise of modernity.” inorder to address this question, signifi-cant aspects of the following are dealtwith: moral and political philosophy,the influences of modernity, profes-sionalism, the moral community, the communitarian ethic, leadership theories and organizational culture.Primarily a theoretical essay, thisproject uses a broad range of writingsfrom classical and contemporaryscholars. the objective of the thesis is to develop a model for contempo-rary healthcare leadership.An exploration of moral philoso-phy demonstrates that the work ofPlato and Aristotle still informs con-temporary scholarship on healthcarevalues and professional practice.Discussions of the quest for the good,virtue and ethical theories relate toviews of professionalism and currentchallenges. A critique of leadershiptheories concludes that there is aneed for further development of analternative framework to support thepractice of ethical leadership withinhealthcare. Law, M. J. (2011). The study oftransformational leadership andleader development of public healthdirectors in the Midwest. Ph.D.,Capella University.transformational leadership is animportant and well-researched theoryof leadership for which research hasshown a positive impact on the orga-nization's performance. One impor-tant concept of the theory for thisstudy is that transformational leadersare not born but can be developed.this explores the potential relation-ship between transformational leader-ship theory and formal/informal lead-ership development in local publichealth directors in the Midwest. thesedirectors lead organizations responsi-ble for the health and wellness oftheir communities. Leadership devel-opment experiences were gatheredusing the Leadership DevelopmentExperiences inventory developed bythe researcher, and transformationalleadership was rated using a widelyused leadership questionnaire. thehypotheses tested explored a poten-tial relationship between three leader-ship styles (transformational, transac-tional, and laissez-faire) and formal orinformal leadership developmentexperiences. A significant relation-ship was observed between transac-tional leadership and formal leader-ship development experiences.Liu, Y. (2012). Linking authenticleadership to positive employeehealth, behavioral engagement, and job performance. D.B.A.,Louisiana Tech University.this study explicitly focuses uponthe power of positive psychologicalstates and behaviors, such as psycho-logical safety, job engagement, posi-tive employee health, and proactive2Journal of Applied Christian Leadership, Vol. 7 [2013], No. 2, Art. 18https://digitalcommons.andrews.edu/jacl/vol7/iss2/18

The Business Case for Leadership Diversity in Health Care [Dissertation Notice]

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The Business Case for Leadership Diversity in Health Care [Dissertation Notice]

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