ABSTRACT
This chapter focuses on the vital role of middle managers in transitioning healthcare systems and their special contributions to building resilience in healthcare leadership. It discusses the dynamics associated with traditional and transitional roles of middle managers in healthcare systems; and describes the emergence of the hyper-effective manager. To survive, many middle managers choose to perform a variety of tasks and assume many roles in meeting new expectations, in effect becoming hyper-effective. The chapter offers suggestions for succession planning and leadership development. Succession planning involves evaluation of organizational current capabilities and future needs and identification of suitable candidates who could assume key positions within the organization. With rising CEO turnover rates, health systems need to develop adequate succession programs to identify and train new leaders. Moreover, these programs should include a robust talent pipeline with an emphasis on appropriate selection and development strategies.
