| Large multiregional institutions face significant barriers when they attempt to transition from autonomous regional control to system-level control. Leadership development strategies in these institutions often fail to prepare senior executive leaders to deal with these challenges. This qualitative case study addressed the research questions: What are the perceptions of executive leaders undergoing transition from an autonomous to a systems-based approach in a complex healthcare organization? How might their perceptions inform a program for leadership development? The conceptual framework was drawn from the disciplines of leadership development, adult development in transition and change, organizational development, and deep systems change. Data drawn from participant interviews, participant observations, and document reviews were analyzed and synthesized for recurring themes.;Conclusions were: Effective leadership communication is essential throughout the transition period; alignment of regional cultures with the system's values is critical; external factors significantly influence transitioning organizations; and the visibility and posture of senior leaders is significant to the transition. A primary recommendation is that leaders charged with a systemic transition would benefit from a formal leadership-development regiment to include courses, mentoring, and coaching. The framework for this program should be based on system-wide organizational mission, vision, and values.;No area of modern society is independent of the complex healthcare system. Improvements in the organization of our healthcare delivery systems will result in positive social change by promoting the worth, dignity, and development of executive leaders, organizational professionals, and ultimately all service individuals in the broader communities, culture, and society at large. |
