Table 1 Articles analysis
From: Clinical leadership and hospital performance: assessing the evidence base
Study | Setting | Type of organisation | Type of analysis | Sample size | Leadership position | Performance dimension | Performance proxy | Effect | Emerging Stream |
|---|---|---|---|---|---|---|---|---|---|
Bai [44] | US | Private (for-profit) hospitals | Cross-sectional analysis | 137 | BoDa | Non-financial | Community Benefits (uncompensated care cost, net education expense, and net research expense, scaled by hospital gross patient revenues) | + | Social Performance |
Bai and Krishnan [36] | US | Private (not-for-profit) hospitals | Cross-sectional analysis | 142 | BoD | Non-financial | Quality of Care (process of care quality rating) | + | Social Performance |
Brickley et al. [47] | US | Private (not-for-profit) hospitals | Cross-sectional analysis | 228 | BoD | Financial | Donations | − | Social Performance |
De Andrade Costa [45] | US | Private (not-for-profit) hospitals Private (for-profit) hospitals | Longitudinal data analysis | 281 | BoD | Non-financial | Community Benefits (uncompensated care) | + | Social Performance |
Goes and Zhan [29] | US | Private (for-profit) hospitals | Longitudinal data analysis | 300 | BoD | Financial | Operational Profitability (operating margin) Occupancy (average daily occupancy) Hospital Costs (operating expenses/1000 patient-days) | + | Management of financial and operational resources |
Goldstein and Ward [33] | US | Public hospitals Private (for-profit) hospitals Private (not-for-profit) hospitals | Cross-sectional analysis | 200 | Executives | Non-financial | Operational Efficiency (occupancy rate, market share) | + | Management of financial and operational resources |
Goodall et al. [37] | US | Private (for-profit) hospitals Private (not-for-profit) hospitals | Cross-sectional analysis | 10 | CEO | Non-financial | Reputation with specialists (survey) | + | Quality of care |
Goodall [7] | US | Public hospitals Private (for-profit) hospitals Private (not-for-profit) hospitals | Cross-sectional analysis | 100 | CEO | Non-financial | Index of Hospital Quality in the area of Hospital Structure (availability of resources), Outcomes (mortality rate, patient safety index) and Process (reputation scores based on survey) | + | Quality of care |
Jiang et al. [15] | US | Public hospitals Private (for-profit) hospitals Private (not-for-profit) hospitals | Cross-sectional analysis | 490 | Quality Committee | Non-financial | Quality of Care Process (20 measures covering heart attack, heart failure, pneumonia, and surgical infection prevention) Quality of Care Outcomes (mortality rate in the area of heart attack, heart failure, pneumonia) | + | Quality of care |
Kuntz and Scholtes [40] | Germany | Public hospitals | Cross-sectional analysis | 604 | MDb | Non-financial | Clinical Quality (nurses-to-patients ratio and physicians-to-patients ratio). | + | Quality of care |
Molinari et al. [30] | US | Public hospitals Private (for-profit) hospitals Private (not-for-profit) hospitals | Cross-sectional analysis | 190 | BoD | Financial | Profitability (hospital operating margin, net income to patient revenues, return on total asset) Liquidity (days in accounts receivable) Capital Structure (long-term debt to total assets, bad debt and charity) Capital Intensity (net plant, property and equipment per bed; hospital occupancy rate) | + | Management of financial and operational resources |
Molinari et al. [31] | US | Private (for-profit) hospitals | Cross-sectional analysis | 190 | BoD | Financial | Profitability (operating margin) | + | Management of financial and operational resources |
Prybil [32] | US | Public hospitals Private (for-profit) hospital | Cross-sectional analysis | 14 | BoD | Financial & Non-Financial | Quality of Care rating (mortality index, complications index, patient safety index, core measures score, readmission rate, length of stay, case-mix and wage-adjusted inpatient expense per adjusted discharge) Profitability (operating profit margin) Patient Satisfaction (patient ratings) | + | Management of financial and operational resources Quality of care |
Sarto et al. [22] | Italy | Public hospitals | Cross-sectional analysis | 96 | CEO | Financial & Non-Financial | Profitability (operating margin) Financial Efficiency (expenses-to-beds ratio) Quality of care (appropriateness) Efficiency of care (length of stay) | +/− | Management of financial and operational resources Quality of care |
Schultz and Pal [38] | US | Private integrated healthcare organisations | Simulation Study | 2 | CEO | Financial & Non-Financial | Profitability (net income) Quality of Care | nd | Management of financial and operational resources Quality of care |
Succi and Alexander [21] | US | Public hospitals Private (for-profit) hospitals Private (not-for-profit) hospitals | Cross-sectional analysis | 1,220 | BoD Executives | Financial | Operational Efficiency (ratio of total operating expenses divided by adjusted hospital admissions) | − | Management of financial and operational resources |
Veronesi et al. [12] | UK | Public hospitals | Cross-sectional analysis | 102 | BoD | Non-Financial | Quality of care rate (compliance with core standards in the area of health and well-being, clinical effectiveness, safety and patient focus, ease and equity of access) | + | Quality of care |
Veronesi et al. [14] | UK | Public hospitals | Cross-sectional analysis | 102 | BoD | Financial | Financial resources management (quality of the financial resource management rating) | + | Management of financial and operational resources |
Veronesi et al. [39] | UK | Public hospitals | Cross-sectional analysis | 99 | BoD | Non-Financial | Patient Satisfaction Rate (labour access, coordination, information, relationships and comfort) | + | Quality of care |