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Journal Abstract Search

449 related items for PubMed ID: 10125684

  • 1. Leadership instability in hospitals: the influence of Board-CEO relations and organizational growth and decline.
    Alexander JA, Fennell ML, Halpern MT.
    Adm Sci Q; 1993 Mar; 38(1):74-99. PubMed ID: 10125684
    [Abstract] [Full Text] [Related]

  • 2. Taking the prudent path. Best practices for not-for-profit boards.
    Peregrine MW, Schwartz JR.
    Trustee; 2003 Mar; 56(10):24-7, 1. PubMed ID: 14650270
    [Abstract] [Full Text] [Related]

  • 3. Hospital leadership team: roles and responsibilities.
    Dolan TC, Marrapese RL.
    Trustee; 1994 Jan; 47(1):16-7. PubMed ID: 10161035
    [No Abstract] [Full Text] [Related]

  • 4. The governance team: a firsthand look at leadership practices. The Partnership Study--preliminary findings from Phase 2.
    Weil PA, Douglass S.
    Healthc Exec; 1994 Jan; 9(5):16-9. PubMed ID: 10161103
    [No Abstract] [Full Text] [Related]

  • 5. Is the CEO of a not-for-profit healthcare organization the only person who can successfully organize physicians?
    Bujak JS.
    Healthc Leadersh Manag Rep; 2000 Nov; 8(11):23-4. PubMed ID: 11149295
    [No Abstract] [Full Text] [Related]

  • 6. The governance team. A firsthand look at leadership practices.
    Weil PA, Douglass SD.
    Trustee; 1994 Nov; 47(11):12-3, 16. PubMed ID: 10161120
    [Abstract] [Full Text] [Related]

  • 7. An empirical comparison between the board's strategic role in nonprofit hospitals and in for-profit industrial firms.
    Judge WQ, Zeithaml CP.
    Health Serv Res; 1992 Apr; 27(1):47-64. PubMed ID: 1563953
    [Abstract] [Full Text] [Related]

  • 8. Hospital board effectiveness: relationships between governing board composition and hospital financial viability.
    Molinari C, Morlock L, Alexander J, Lyles CA.
    Health Serv Res; 1993 Aug; 28(3):358-77. PubMed ID: 8344824
    [Abstract] [Full Text] [Related]

  • 9. The effects of CEO-board relations on hospital performance.
    Molinari C, Hendryx M, Goodstein J.
    Health Care Manage Rev; 1997 Aug; 22(3):7-15. PubMed ID: 9258692
    [Abstract] [Full Text] [Related]

  • 10. Multi-institutional arrangements: relationships between governing boards and hospital chief executive officers.
    Alexander J, Morlock LL.
    Health Serv Res; 1985 Feb; 19(6 Pt 1):675-99. PubMed ID: 3972592
    [Abstract] [Full Text] [Related]

  • 11. The changing face of healthcare boards.
    McDonagh KJ.
    Front Health Serv Manage; 2005 Feb; 21(3):31-5; discussion 43-4. PubMed ID: 15966536
    [No Abstract] [Full Text] [Related]

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  • 13. Health care philanthropy: the CEO perspective. How this key leadership group defines institutional advancement.
    Curran SR.
    J Assoc Healthc Philanthr; 1995 Feb; ():5-14. PubMed ID: 10144967
    [No Abstract] [Full Text] [Related]

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  • 15. The internal processes and behavioral dynamics of hospital boards: an exploration of differences between high- and low-performing hospitals.
    Kane NM, Clark JR, Rivenson HL.
    Health Care Manage Rev; 2009 Feb; 34(1):80-91. PubMed ID: 19104266
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  • 17. Organizational leadership in hospitals.
    Longest BB, Darr K, Rakich JS.
    Hosp Top; 1993 Feb; 71(3):11-5. PubMed ID: 10129075
    [Abstract] [Full Text] [Related]

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  • 19. CEO turnover in rural northwest hospitals.
    Hart LG, Robertson DG, Lishner DM, Rosenblatt RA.
    Hosp Health Serv Adm; 1993 Feb; 38(3):353-74. PubMed ID: 10128119
    [Abstract] [Full Text] [Related]

  • 20. Passing the power. Consider executive succession a continuous process, not a singular reaction.
    Fong T.
    Mod Healthc; 2003 Nov 24; 33(47):S16. PubMed ID: 14666574
    [No Abstract] [Full Text] [Related]

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