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Strategic leadership: A study of strategic health leadership (SHELDR) practices among former US military Surgeons General

Author

Listed:
  • Anderson, Douglas E.

    (Chair of Health Work Group, West Virginia Eastern Health and Human Services Collaborative, USA)

  • Vivian, Talbot N.

    (Professor, Old Dominion University, USA)

  • Masterson, Brian J.

    (Senior Behavioral Health Medical Director, United Health Group/Optum, USA)

  • Johnson, James A.

    (Professor, Central Michigan University, USA)

  • Bruce Green, C.

    (Managing Director, Deloitte Consulting LLP, USA)

Abstract

This study identifies leader development gaps and strategic health leadership (SHELDR) competencies, explores how a cohort of strategic leaders applies those competencies and makes recommendations to improve development of future leaders. The literature identifies leader development gaps and applicable strategic leadership theories leading to development of the SHELDR Model. A qualitative case study determines which competencies are most applied (or not applied) by a cohort of former Military Health System Surgeons General (SGs). An expert panel compared and contrasted the SHELDR Model, interview results and recommended how to develop future SHELDRs. Transformation, complexity and collaborative leadership theories provide the foundation for the SHELDR Model. SGs selected develops leaders, develops and promotes vision, builds trust, challenges the status quo and actively listens as competencies applied most often. Systems approach, listening, critical thinking, communication and emotional health are identified as competencies to develop. The SGs and the expert panel generally agree on the competencies. Immersive learning, assignment to strategic-level projects, critical thinking and role playing are common recommendations on development of future strategic leaders. To successfully transform complex health systems, SHELDRs need specific competencies — strategic-level leadership competencies. Aspiring and current health leaders will benefit from the insights on developing future leaders. Organisation leader development plans should use the SHELDR Model as a developmental and evaluation guide. Research on other cohorts and the SHELDR’s interrelationship with the competencies and development of more strategic-minded leaders earlier rather than later with the right methods to support health system transformation and better outcomes is required.

Suggested Citation

  • Anderson, Douglas E. & Vivian, Talbot N. & Masterson, Brian J. & Johnson, James A. & Bruce Green, C., 2020. "Strategic leadership: A study of strategic health leadership (SHELDR) practices among former US military Surgeons General," Management in Healthcare: A Peer-Reviewed Journal, Henry Stewart Publications, vol. 5(1), pages 77-95, September.
    • Handle: RePEc:aza:mih000:y:2020:v:5:i:1:p:77-95
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    More about this item

    Keywords

    strategic leadership; transformational leadership; complexity leadership; collaborative leadership; leader development; leadership competencies;
    All these keywords.

    JEL classification:

    • I1 - Health, Education, and Welfare - - Health
    • I10 - Health, Education, and Welfare - - Health - - - General

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