A MODEL OF VOLUNTARY TURNOVER AMONG HOSPITAL CEOS

This study examines factors contributing to hospital CEOs' voluntary d ecisions to leave their positions in 1990. Using a longitudinal design , we contrast 49 leavers with 1,362 stayers. We view turnover as influ enced by both ''push'' factors that promote leaving (dissatisfaction w ith the position) and ''hump'' factors that need to be overcome (the c ost of job change). Push factors giving rise to dissatisfaction includ e lower compensation, the predecessor's termination, and value incongr uity between the CEO and the hospital. Testing the impact of key varia bles from Fiedler's contingency theory of leadership, we show that tas k-oriented leaders are relatively less satisfied when compared with re lationship-oriented leaders. CEOs also express less satisfaction in lo w-situational control settings, a measure heavily influenced by percei ved inadequate support from medical staff and subordinates. ''Hump'' f actors that deterred leaving included family-related obstacles such as spouse's work or children's school, features mentioned most often by younger CEOs. The study suggests that boards should structure competit ively paid positions with opportunities to generate support from the m edical staff and subordinates, Recruiters for CEO-positions are appris ed of the importance of nonwork features in CEOs' willingness to consi der new positions.