Description
The healthcare system is plagued with increasing cost and poor quality outcomes. A major contributing factor for these issues is that outdated leadership practices, such as leader-centricity, linear thinking, and poor readiness for innovation, are being used in healthcare organizations. Through a qualitative case study analysis of innovation implementation, a new framework of leadership was uncovered. This framework presented new characteristics of leaders that led to the successful implementation of an innovation. Characteristics uncovered included boundary spanning, risk taking, visioning, leveraging opportunity, adaptation, coordination of information flow, and facilitation. These characteristics describe how leaders throughout the system were able to influence information flow, relationships, connections, and organizational context to implement innovation.
Details
Title
- Complexity leadership theory and innovation: a new framework for innovation leadership
Contributors
- Weberg, Daniel Robert (Author)
- Fluery, Julie (Thesis advisor)
- Malloch, Kathy (Thesis advisor)
- Porter-O'Grady, Timothy (Committee member)
- Hagler, Debra (Committee member)
- Arizona State University (Publisher)
Date Created
The date the item was original created (prior to any relationship with the ASU Digital Repositories.)
2013
Subjects
Resource Type
Collections this item is in
Note
- thesisPartial requirement for: Ph.D., Arizona State University, 2013
- bibliographyIncludes bibliographical references (p. 187-195)
- Field of study: Nursing and healthcare innovation
Citation and reuse
Statement of Responsibility
by Daniel Robert Weberg