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Orchestrating the new leadership: what it takes to be a CEO today.
Trustee. 2002 Jan; 55(1):20-4, 2.T

Abstract

Health care CEOs need markedly different leadership skills from those required 10 to 15 years ago. This means that boards must clearly identify their organization's needs when hiring a new CEO or evaluating a current one.

Authors+Show Affiliations

Tyler & Co, Atlanta, USA. pplemmons@tylerandco.com

Pub Type(s)

Journal Article

Language

eng

PubMed ID

15702579

Citation

Plemmons, Patrick. "Orchestrating the New Leadership: what It Takes to Be a CEO Today." Trustee : the Journal for Hospital Governing Boards, vol. 55, no. 1, 2002, pp. 20-4, 2.
Plemmons P. Orchestrating the new leadership: what it takes to be a CEO today. Trustee. 2002;55(1):20-4, 2.
Plemmons, P. (2002). Orchestrating the new leadership: what it takes to be a CEO today. Trustee : the Journal for Hospital Governing Boards, 55(1), 20-4, 2.
Plemmons P. Orchestrating the New Leadership: what It Takes to Be a CEO Today. Trustee. 2002;55(1):20-4, 2. PubMed PMID: 15702579.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Orchestrating the new leadership: what it takes to be a CEO today. A1 - Plemmons,Patrick, PY - 2005/2/11/pubmed PY - 2005/3/11/medline PY - 2005/2/11/entrez SP - 20-4, 2 JF - Trustee : the journal for hospital governing boards JO - Trustee VL - 55 IS - 1 N2 - Health care CEOs need markedly different leadership skills from those required 10 to 15 years ago. This means that boards must clearly identify their organization's needs when hiring a new CEO or evaluating a current one. SN - 0041-3674 UR - https://www.unboundmedicine.com/medline/citation/15702579/Orchestrating_the_new_leadership:_what_it_takes_to_be_a_CEO_today_ DB - PRIME DP - Unbound Medicine ER -