A Tale of Two Leaders: Dyad Leadership Model in Healthcare Organizations

dc.contributor.advisorMurnane, Jenniferen_US
dc.contributor.authorVremes, Corneliaen_US
dc.contributor.cuauthorVremes, Corneliaen_US
dc.date.accessioned2018-11-02T12:59:17Z
dc.date.available2018-11-02T12:59:17Z
dc.date.issued2018-10-04en_US
dc.degree.committeeNoon, Andyen_US
dc.degree.disciplineInterdisciplinary Ed.D. Program in Leadershipen_US
dc.degree.grantorGraduate Schoolen_US
dc.degree.levelEdD (Doctor of Education)en_US
dc.degree.nameEd.D. Program in Leadershipen_US
dc.description.abstractAs healthcare organizations evolve, experiencing market and technological changes, as well as pressure to reduce costs and become more efficient, leadership practices have not remained stagnant. In the healthcare context, a physician leader and a non-physician administrator have specialized skill sets and roles. The complexity of healthcare organizations necessitates collaborative arrangements between physicians and administrators for a better integration of clinical and administrative functions. These conditions have propelled healthcare organizations to implement emerging leadership models such as dyad leadership, to bridge the divide between these separate functions. Considering the novelty of the dyad model, healthcare organizations face challenges while transitioning to this leadership practice. With the focus on the dynamic between physician and administrator pairs, this study addressed how roles are practiced within a dyad leadership model as contextual forces evolve. A qualitative case study approach was used to explore the dyad leadership model. The study uncovered three salient themes: role clarity between administrative and physician leaders, leading together within the dyad model, and frequent interaction and communication. These themes revealed that sharing and practicing the role space in a dyad model is a dynamic, collective, and relational process that occurs between the dyad leaders. The proposed solution came in the form of an integrative framework for the dyad leadership model, as well as recommendations that leaders and leadership practitioners can use to implement the dyad leadership practice in their organizational settings.|Keywords: Dyad leadership model, healthcare leadership, dyad roles, leadership-as practiceen_US
dc.description.noteProQuest Traditional Publishing Optionen_US
dc.identifier.urihttp://hdl.handle.net/10504/119896
dc.language.isoen_USen_US
dc.publisherCreighton Universityen_US
dc.publisher.locationOmaha, Nebraskaen_US
dc.rightsCopyright is retained by the Author. A non-exclusive distribution right is granted to Creighton University and to ProQuest following the publishing model selected above.en_US
dc.rights.holderCornelia Vremesen_US
dc.titleA Tale of Two Leaders: Dyad Leadership Model in Healthcare Organizationsen_US
dc.typeDissertation
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