| dc.description.abstract | "In recent years, political, economic, demographic, and technology forces have impacted healthcare at an ever-increasing pace, and healthcare leadership teams are desperate to keep up. This study aimed to support an inaugural hospital executive team in understanding how they function and provide research-based recommendations to improve their team effectiveness. This study leveraged the dynamic model of Top Management Team Effectiveness (TMTE), first described by Edmondson et al. (2003), which frames team effectiveness as a combination of static characteristics with process choices based on dynamic situation attributes. Data collection, aligned to the framework, included a survey, interviews, and meeting observations conducted over six months. When combined with a review of the relevant literature, this capstone culminated in the following findings. First, the team's current definition of shared work centers on culture and people—an internal orientation. Second, there is a foundational level of psychological safety and low levels of learning behavior. Third, the CEO appropriately intervenes to uncover uniquely held information. He also is willing to make the final decision when the situation necessitates it. Finally, there was no evidence of the CEO creating structured decision-making processes. Based on these findings, the following recommendations were made: the team should broaden their definition of shared work, the CEO should leverage psychological safety to improve team learning, and the CEO should design more structured processes.
" | en_US |
