Structure of health-care dyad leadership: an organization’s experience

Abstract

Purpose This study aims to explore the structural aspects (roles, responsibilities and reporting) of dyad leadership in one health-care organization (HCO). Design/methodology/approach The perceptions of 32 leaders (17 physician leaders and 15 dyad co-leaders) in formal leadership positions (six first-level with formal authority limited to teams or divisions, 23 middle-level with wider departmental or program responsibility and three senior-level with institution-wide authority) were obtained through focus groups and surveys. In addition, five senior leaders were interviewed. Descriptive statistics was used for quantitative data, and qualitative data were analyzed for themes by coding and categorization. Findings There are a large number of shared responsibilities in the hybrid model, as most activities in HCOs bridge administrative and professional spheres. These span the leadership (e.g. global performance and quality improvement) and management (e.g. human resources, budgets and education delivery) domains. The individual responsibilities, except for staff and physician engagement are in the management domain (e.g. operations and patient care). Both partners are responsible for joint decision-making, projecting a united front and joint reporting through a quadrat format. The mutual relationship and joint accountability are key characteristics and are critical to addressing potential conflicts and contradictions and achieving coherence. Practical implications Clarity of role will assist development of standardized job descriptions and required competencies, recruitment and leadership development. Originality/value This is an original empirical study presenting an integrated view of dyad leaders and senior leadership, meaningful expansion of shared responsibilities including academic functions and developing mutual relationship and emphasizing the central role of stability generating management functions.

The Effect of RN Circulator–Scrub Person Dyad Consistency on Total OR Time and Turnover Time

“…Additional conceptual development and exploration is appropriate to evaluate its use in the OR. The concept of the dyad is well known in health care leadership methodology 21 . We used the dyad concept for this study because it aligns well with perioperative processes.…”

Challenges and success strategies for dyad leadership model in healthcare

“…A few studies have described roles in separate and overlapping domains. 22,55 The importance of organizational support has been highlighted in other studies. 19,20,56 The implementation of the dyad model does have implications for additional remuneration and leadership development activities.…”

“…Although this model has been in place in some organizations for a significant period of time, for example, Mayo Clinic, Cleveland Clinic, 14 its increasing utilization worldwide is relatively recent. [15][16][17][18][19][20][21][22][23][24][25] Despite its increasing adoption, there is a paucity of empirical studies in peer-reviewed literature, and this topic is more widely discussed in the grey literature. The peer-reviewed literature contains a large number of editorials and commentaries.…”

“…The advice in grey literature includes common values, shared vision, respect, trust, and transparent communication. 23,31 The peer-reviewed literature has highlighted relationships and effective interactions between dyad partners, 24,32 role clarity, 22 and organizational support. 19 Building upon our earlier findings on the structural aspects of the dyad leadership model, 22 this empirical study describes the challenges faced and the strategies used for success by dyad leaders.…”

“…23,31 The peer-reviewed literature has highlighted relationships and effective interactions between dyad partners, 24,32 role clarity, 22 and organizational support. 19 Building upon our earlier findings on the structural aspects of the dyad leadership model, 22 this empirical study describes the challenges faced and the strategies used for success by dyad leaders. Our findings are also unique in that these reflect perceptions of multiple stakeholders (dyad leaders at different hierarchical levels reflecting on their lived experiences and senior institutional leaders involved in the decisions and early implementation of the dyad model).…”