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Article
Publication date: 11 December 2024

Denise M. Cumberland, Andrea D. Ellinger, Tara McKinley, Jason C. Immekus and Andrew McCart

Leadership development programs (LDPs) have emerged relatively recently in the healthcare context as a mechanism not only to develop capable and competent leaders but also to…

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Abstract

Purpose

Leadership development programs (LDPs) have emerged relatively recently in the healthcare context as a mechanism not only to develop capable and competent leaders but also to retain them. The purpose of this paper is to describe a perspective on practice by illustrating a case example that showcases a pilot LDP for newly promoted healthcare leaders. The details about how it was developed and implemented collaboratively by a healthcare consortium and higher education institution (HEI) to address shared healthcare leadership talent pipeline and retention challenges are provided.

Design/methodology/approach

This perspective on practice describes how a consortium of competitive healthcare organizations, a type of branded Inter-organizational Relationship referred to as “Coopetition,” contracted with a HEI to design, develop and launch a pilot LDP, referred to as the Academy for Healthcare Education and Development program, using the analyze, design, develop, implement and evaluate model.

Findings

The significance of this illustrative case example is discussed along with some initial lessons learned based upon this pilot LDP that 24 program participants completed. Implications for research, theory and practice are presented, followed by limitations and a conclusion.

Originality/value

Inter-organizational relationships, particularly coopetition, are relatively new in the healthcare sector, along with collaboration with HEIs to develop interventions to solve compelling industry problems. This illustrative case example offers insights that address scholars’ calls and practitioners’ needs to explicate different approaches for LDPs to build the healthcare leadership talent pipeline.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 20 December 2017

Denise M. Cumberland, Brad Shuck, Jason Immekus and Meera Alagaraja

The purpose of this paper is to highlight the effect of supervisor openness on employee voice among middle management employees in small and medium-sized enterprises (SMEs). The…

808

Abstract

Purpose

The purpose of this paper is to highlight the effect of supervisor openness on employee voice among middle management employees in small and medium-sized enterprises (SMEs). The authors develop a model to examine the mediating role of job satisfaction and employee engagement in the SME context.

Design/methodology/approach

A cross-sectional survey design was used to gather data from respondents who worked in SMEs (N=202). Exploratory factor analysis was used for dimensionality assessment of the voice measure. Mediation analysis was used to examine a two-mediator model to investigate the effects of engagement and job satisfaction on voice, and the degree these variables mediated the relationship of supervisor openness to ideas with employee voice.

Findings

Results revealed that supervisor openness is positively associated with job satisfaction and employee engagement, but only engagement was a facilitating variable that stimulated employee voice.

Research limitations/implications

Middle management members can be a conduit or inhibitor of the free flow of information. Yet, research has tended to ignore the role of middle managers in voice research. Moreover, within the specific organizational context of SMEs, greater understanding of both the antecedents and mediators to voice behavior is likely to impact the development of specific HR practices that focus on engagement and better facilitate two-way communication between supervisors and employees.

Originality/value

This work refines the understanding of the role employee engagement has on employee voice in the context of SMEs.

Details

Leadership & Organization Development Journal, vol. 39 no. 2
Type: Research Article
ISSN: 0143-7739

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