A PHENOMENOLOGICAL STUDY OF TRANSCENDENT LEADERS
IN HEALTHCARE

By Dr. David A. Jordan

A doctoral project submitted to the faculty of the Medical University of South Carolina in partial fulfillment of the requirements for the degree of Doctor in Health Administration in the College of Health Professions

Approved by:

Chair, Project Committee Andrea W. White, Ph. D

Member, Project Committee Frances W. Lee, DBA

Member, Project Committee David R. Graber, Ph. D

Dean, College of Health Professions Danielle N. Ripich, Ph. D.

Acknowledgements

No work or accomplishment is the result of a single individual. This study reflects the collective inspiration, influence, and toil of many far beyond my own efforts. I would first like to acknowledge Johanne Woods, with whom I've worked lo these many years, and who is responsible for the word processing, suggestive editing, and the found of much needed, and very appreciated encouragement throughout the research and preparation of this study.

I'd like to thank my fellow cohort doctoral students ("coho 3") and the MUSC faculty who gave so much of themselves for my benefit. The value of their lived example and friendships are a cherished gift.

The calm, yet focused, mentoring of my dissertation committee was of particular value in structuring and guiding this study. My appreciation is extended to my committee chair, Dr. Andrea White, and committee members, Dr. David Graber and Dr. Francis Lee, for sharing this journey with me. I would be remiss if I did not also acknowledge the contributions of Dr. Thomas Kent of the College of Charleston and Dr. Gilbert Fairholm from Virginia Commonwealth University who served as my reflexivity mentor and expert external examiner, respectively. Their generosity of time and thoughtful opinion was significant.

Finally, no work concerning leadership theory can, or should, fail to acknowledge the bellwethers of contemporary leadership theory who have shaped our understanding of the phenomenon; in particular, Robert K. Greenleaf and James MacGregor Burns. Their humanistic sensibilities in describiing the ethical purpose and moral intent of leading served as inspiration for this study.

Dedication

To my father and mother, Joseph and Julia Jordan. Through their lives, I've come to understand the meaning of "other"-interest and the virtues of altruism, benevolence, and empathy. Obrigado mom e dad. Meu armor eternal a você ambos para sua vida de dar selfless.

Abstract

The purpose of this qualitative inquiry has been to explore the reasonableness of proposing a new leadership construct, transcending leadership, by examining the lived experiences of notable healthcare leaders. Participants in this phenomenological study were nominated by state hospital association and medical society executives and included individuals from 12 geographically diverse states; representing a variety of healthcare delivery settings and socioeconomic environments. The methodology involved hearing the voice of 14 extraordinary healthcare leaders, along with their respective nominating-corroborators, as a means of identifying key characteristics common among the study group. Twelve categories of data were analyzed and interpreted using content analysis. The findings indicate that the participating leaders shared three reoccurring characteristics: an "other"-interest, determined resolve, and the personal and social competencies broadly associated with emotional intelligence theory. When comparing the findings with extant transactional-transformational leadership theory, the characteristics of "other"-interest and aptitudes consistent with emotional intelligence appear discrepant thereby affirming the reasonableness of a transcending construct and a plausible extension to the extant full range of leadership model. The study findings were further juxtaposed with four nascent propositions; each proffering a basis(es) for the legitimacy of a transcending leadership construct.

The findings of this study propound a triarchic leadership model where the transcending construct adds to the transactional-transformational paradigm an "other"-interest perspective manifest in leader altruism, benevolence/beneficence, and empathy.

A PHENOMENOLOGICAL STUDY OF TRANSCENDENT LEADERS IN HEALTHCARE

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