The impact of C-level positions on hospital performance : A scoping review of top management team outcomes

Title data

Zuchowski, Matthias ; Henzler, Dennis ; Alscher, Mark Dominik ; Nagel, Eckhard:
The impact of C-level positions on hospital performance : A scoping review of top management team outcomes.
In: Health Policy. Vol. 157 (2025) . - 105346.
ISSN 1872-6054
DOI: https://doi.org/10.1016/j.healthpol.2025.105346

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Abstract in another language

Background
As hospitals expand their roles within transforming health systems, their governance structures must adapt to changing demands, with novel leadership structures evolving to meet new challenges.
Objective
This review aims to provide a comprehensive overview on the evidence of the influence of hospital C-level positions on key organisational performance parameters. It maps key concepts from the existing literature relating to hospital performance and leadership and identifies mediators and moderators of top management team impacts based on the Upper-Echelons-Theory.
Methods
The scoping review was conducted according to the Joanna Briggs Institute methodology and Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews, covering studies from 1990 to the present. Eligible studies addressed at least one identifiable hospital C-Suite role and one hospital-wide leadership effect.
Results
Out of 5430 articles identified, 60 were included. The analysis covers seven distinct C-Suite roles and their effects on six performance dimensions: quality of care, structural quality, patient satisfaction, work satisfaction, financial performance, and process efficiency.
Conclusions
The findings suggest that the influence of C-Suite positions on hospital performance is multifaceted, with the Chief Executive Officer’s influence extending beyond financial performance to shaping the quality of care. Additionally, the impact of newer roles such as the Chief Quality Officer, as well as leadership roles like the Chief Medical Officer and Chief Nursing Officer, appear to depend on a collaborative approach and alignment with the Chief Executive Officer. From a policy perspective, the findings emphasise that hospital governance, shaped by regulations, determines key performance indicators and strategic priorities.