1. Entrepreneurial
These leaders do best at lower to mid levels of organizations where new strategy ideas are needed that can tie into the larger, whole-company mindset. These leaders earn reputational credibility by demonstrating their commitment to their fellow employees. These leaders can be hired because of their demonstrated entrepreneurial mindset, or the attitude can be cultivated in other employees by encouraging idea proposals and speaking up.
2. Enabling
These leaders straddle the middle of company hierarchies and act to support entrepreneurial leaders by removing obstacles, pushing them to innovate and connecting like-minded, mission-driven teams. For instance, when a Northeast hospital system struggled with a decision-making bottleneck, the enabling teams joined the stuck innovation team to problem-solve, advise and communicate across the organization to successfully free the blockage.
3. Architecting
These leaders tend to be at the top of their organizations or units and help shape the direction and mission of the company. They are also sense-makers, in that they reach out to front-line workers and customers, then, armed with these insights, make sense of the information to alter the organization for the better.
At Becker's 4th Annual CEO + CFO Roundtable, taking place November 2–5 in Chicago, more than 1,500 hospital and health system executives tackle decisions that determine whether organizations thrive or merely survive: protecting margins under cost pressure, choosing where to grow, renegotiating payer relationships, stabilizing the workforce and proving real ROI on technology. This is where leaders work through them together, face-to-face. Apply for complimentary registration now.
