Research & Articles
Scheinbart, L., Hertling, M., and Wildman, J. (2024) | Physician Leader Journal, pp. 5-11, Sept-Oct 2024
As healthcare issues increase in complexity, healthcare organizations are applying resources to design and execute leadership development programs for their teams. This study examines the effects of an inter-professional healthcare leadership development program on changes in organizational (affective) commitment and shared vision. A quantitative approach using validated multi-item measures was provided during pre-program and post-program assessments. Findings indicate a significant increase in shared vision and organizational commitment. Results suggest that a well-defined leadership development program increases healthcare participants’ commitment to organizational goals and objectives.
Hertling, M. (2019) | Dissertations from Executive Doctorate in Business Administration Program. Crummer Graduate School of Business.1-111
https://scholarship.rollins.edu/cgi/viewcontent.cgi?article=1036&context=dba_dissertations
Hertling, M., Dennis, M., and Bartlett, R. (2018) | Physician Leadership Journal, 5(6): 28-34
This study gathers information about the types of leadership development approaches and programs being used by the top 50 nonprofit hospitals in the United States. Authors assess the kinds of programs used, why similar organizations take different approaches and how physicians participate. Surveys provide preliminary information about the type, objectives and costs of each organization’s programs, and interviews provide insight about whether established programs meet CEO intent.