Category
Theoretical Proposal
Description
Leadership transitions are difficult for organizations to manage. This is especially true for Community Health Centers (CHCs). The departure of a long-tenured leader can have a host of secondary effects on the culture, employee morale, and employee retention. This study explores the effects of a CHC leader on the organization's stability and proposes practical steps that CHCs can take to implement effective succession planning. A theory-integrated framework is used to apply Schein's Organizational Culture Theory, Social Identity Theory, and Institutional Theory to better understand the effects of a CHC leader on the organization's cultural foundation. A three-phase succession process is outlined to promote institutional stability and the transfer of a strong cultural foundation to a new leader. The framework identifies the CHC leader as the cultural anchor for employees. A strategic identification and development of future leaders and an intentional leadership implementation process are necessary to reinforce and transform the organization's culture. Fostering employee empowerment, motivation, and engagement are critical for a transformative leader to bring employees together, foster psychological safety and stability during the succession process. Key factors affecting the impact of the changes on service and performance included early planning and leadership development. A Christian perspective views the leadership of CHCs as stewardship, requiring accountability and integrity, particularly in periods of change and transition. The succession of leadership to CHCs is not only an administrative process but also a critical cultural process essential for the long-term sustainability of the organization.
Executive Succession and Organizational Stability in Community Health Centers: A Theory-Integrated Framework
Theoretical Proposal
Leadership transitions are difficult for organizations to manage. This is especially true for Community Health Centers (CHCs). The departure of a long-tenured leader can have a host of secondary effects on the culture, employee morale, and employee retention. This study explores the effects of a CHC leader on the organization's stability and proposes practical steps that CHCs can take to implement effective succession planning. A theory-integrated framework is used to apply Schein's Organizational Culture Theory, Social Identity Theory, and Institutional Theory to better understand the effects of a CHC leader on the organization's cultural foundation. A three-phase succession process is outlined to promote institutional stability and the transfer of a strong cultural foundation to a new leader. The framework identifies the CHC leader as the cultural anchor for employees. A strategic identification and development of future leaders and an intentional leadership implementation process are necessary to reinforce and transform the organization's culture. Fostering employee empowerment, motivation, and engagement are critical for a transformative leader to bring employees together, foster psychological safety and stability during the succession process. Key factors affecting the impact of the changes on service and performance included early planning and leadership development. A Christian perspective views the leadership of CHCs as stewardship, requiring accountability and integrity, particularly in periods of change and transition. The succession of leadership to CHCs is not only an administrative process but also a critical cultural process essential for the long-term sustainability of the organization.
