Learned the Hard Way: A Model of Executive Leadership Competencies

Learned the Hard Way: A Model of Executive Leadership Competencies

Mark J. Bonica

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Christopher Mayhugh

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Mark D. Mellott

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Learned the Hard Way: A Model of Executive Leadership Competencies

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Connecting with the Eternal Ground

Abstract

This article examines the career narratives of healthcare executives to develop a model of executive leadership competencies. Interviews with thirty executives drawn from a health leadership podcast are examined for themes of leadership failures and surprises. Grounded theory is used to identify a pattern of weaknesses from the lived experiences the executives, then a positive model of leadership is developed from these lessons learned the hard way. The final model consists of three nested categories: organizational awareness, constructing the team, and selfregulation.

References

11 Cites in Article

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Funding

No external funding was declared for this work.

Conflict of Interest

The authors declare no conflict of interest.

Ethical Approval

No ethics committee approval was required for this article type.

Data Availability

Not applicable for this article.

How to Cite This Article

Mark J. Bonica. 2020. \u201cLearned the Hard Way: A Model of Executive Leadership Competencies\u201d. Global Journal of Management and Business Research - A: Administration & Management GJMBR-A Volume 20 (GJMBR Volume 20 Issue A12).

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GJMBR Volume 20 Issue A12

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Journal Specifications

Crossref Journal DOI 10.17406/GJMBR

Print ISSN 0975-5853

e-ISSN 2249-4588

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Classification

GJMBR-A Classification JEL Code: M19

Submission ReceivedDecember 15, 2019
Peer Review Double Blind
Handling Editor
Accepted January 4, 2020
Published January 15, 2020

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v1.2

Issue date

August 11, 2020

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