Table 4 How CEOs interact with stakeholders
From: Dealing with pluralism: the managerial work of CEOs in Italian public healthcare organizations
Managerial work | Focus | Activity | Stakeholders |
|---|---|---|---|
Engaging in routines and conversations | Knowledge | • Listening: getting to know interlocutors personally, being available, devoting time to respond to needs • Devoting “space” to interaction: frequent meetings, participating in informal chats | Mostly internal |
Creating consensus | Values | • Creating a sense of belonging: creating cohesion, showing the value of the big picture • Giving recognition: showing respect and consideration, appreciating others’ perspectives | Mostly internal |
Establishing networks | Power and interests | • Defining processes that satisfy multiple interests: working transparently, involving others in decision making • Building alliances: establishing long-term collaboration, developing joint projects | Mostly external |