The concept/reality of an at-risk hospital is discussed in terms of its attributes and performance shortcomings. A hospital case example of a four-year turnaround intervention is presented. The case identifies a leadership style associated with a presumed turnaround initiative. The discussion’s goal is to link visible performance improvement outcomes with a contradictory leadership approach. This case underscores the difference between a difficult management strategy presenting itself as a dynamic, innovative leadership front.
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Wilson et al. (2024) studied this question.
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