The hospital leadership model of the future: How an organisation is using the triad/dyad model to drive performance excellence and culture transformation

Dennis Delisle, Naeem Ali, Deana Sievert and J. J. Kuczynski
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Dennis Delisle: University Hospital, USA
Naeem Ali: University Hospital, USA
Deana Sievert: The Ohio State University Wexner Medical Center, USA
J. J. Kuczynski: The Ohio State University Wexner Medical Center, USA

Management in Healthcare: A Peer-Reviewed Journal, 2024, vol. 9, issue 1, 6-20

Abstract: Healthcare organisations have been facing increasing complexity since the pandemic, demanding improved outcomes with fewer resources. Collaboration and alignment are crucial amidst evolving market dynamics and changing patient expectations. Innovative leadership models like the triad/dyad approach offer a solution, fostering interprofessional teamwork to enhance patient care and drive cultural transformation. The model promotes collaboration, innovation and continuous improvement, fostering a culture of shared accountability. Results demonstrate improvements in quality, culture and operational metrics, showcasing the model’s effectiveness in driving transformative change. While challenges exist, embracing triad/dyad leadership offers significant benefits for healthcare organisations. Prioritising collaboration and investing in leadership development are essential for sustained success and cultural transformation.

Keywords: change leadership; performance excellence; talent development; teamwork; triad/dyad model; triad leadership (search for similar items in EconPapers)
JEL-codes: I1 I10 (search for similar items in EconPapers)
Date: 2024
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