Dynamics of distributed leadership during a hospital merger

TY - JOUR

T1 - Dynamics of distributed leadership during a hospital merger

AU - Jonasson, Charlotte

AU - Kjeldsen, Anne Mette

AU - Ovesen, Maria

PY - 2018

Y1 - 2018

N2 - Purpose: Mergers have become an influential part of public hospital development, and the successful implementation of such mergers requires skillful management. Recent studies have pointed to the impact of the distribution of leadership tasks amongst employees for implementing planned radical changes, yet this lacks examination with regard to hospital mergers. The purpose of this paper is to investigate the emergence of distributed leadership and this leadership’s influence on the implementation of a hospital merger. Design/methodology/approach: The emergence of distributed leadership is examined through a qualitative case study of two Danish hospital units in the context of a large hospital merger. The data consist of 21 interviews and documents collected over a three-year period. Findings: The findings suggest dynamics of widened and restricted distributed leadership being influenced by and influencing the merger at hospital and local-unit levels, respectively. Importantly, the perceived purpose of widened and restricted distributed leadership mediated the actual effects of widened and restricted distributed leadership on the implementation of a merger. Moreover, the findings show that mergers on both the hospital and local level lead to variations in top-down and bottom-up distributed leadership across pre-merger organizational boundaries. Practical implications: Perceived purposeful widening and restriction of distributed leadership at various hospital levels enables merger integration and collaboration across organizational boundaries and hierarchies. Originality/value: The paper addresses the need to understand the complex dynamics of widened and restricted leadership distribution in a merger context.

AB - Purpose: Mergers have become an influential part of public hospital development, and the successful implementation of such mergers requires skillful management. Recent studies have pointed to the impact of the distribution of leadership tasks amongst employees for implementing planned radical changes, yet this lacks examination with regard to hospital mergers. The purpose of this paper is to investigate the emergence of distributed leadership and this leadership’s influence on the implementation of a hospital merger. Design/methodology/approach: The emergence of distributed leadership is examined through a qualitative case study of two Danish hospital units in the context of a large hospital merger. The data consist of 21 interviews and documents collected over a three-year period. Findings: The findings suggest dynamics of widened and restricted distributed leadership being influenced by and influencing the merger at hospital and local-unit levels, respectively. Importantly, the perceived purpose of widened and restricted distributed leadership mediated the actual effects of widened and restricted distributed leadership on the implementation of a merger. Moreover, the findings show that mergers on both the hospital and local level lead to variations in top-down and bottom-up distributed leadership across pre-merger organizational boundaries. Practical implications: Perceived purposeful widening and restriction of distributed leadership at various hospital levels enables merger integration and collaboration across organizational boundaries and hierarchies. Originality/value: The paper addresses the need to understand the complex dynamics of widened and restricted leadership distribution in a merger context.

KW - Distributed leadership dynamics

KW - Health care

KW - Management

KW - Merger level

KW - Qualitative research

UR - http://www.scopus.com/inward/record.url?scp=85052097638&partnerID=8YFLogxK

U2 - 10.1108/JHOM-08-2017-0225

DO - 10.1108/JHOM-08-2017-0225

M3 - Journal article

C2 - 30175680

SN - 1477-7266

VL - 32

SP - 691

EP - 707

JO - Journal of Health, Organization and Management

JF - Journal of Health, Organization and Management

IS - 5

ER -