title: After a merger: the dilemma of the best leadership approach for nursing.
abstract: The following case study exemplifies for the nurse leader some of the difficulties involved in making a merger work and selecting the best options to sustain nursing services following the merger. Three nurse leaders look at the case study from a variety of viewpoints and suggest a range of responses that gives the reader an opportunity to consider a selection of insights that best address the issues presented in the case study. All of the respondents have been involved in complex mergers and bring a depth of experience to their review of the case.
authors.affiliation: Patient Care Services, Huntington Hospital, Pasadena, California, USA.
authors.forename: T
authors.initials: T
authors.lastname: Porter-O'Grady
authors.forename: C
authors.initials: C
authors.lastname: Bradley
authors.forename: G
authors.initials: G
authors.lastname: Crow
authors.forename: A L
authors.initials: AL
authors.lastname: Hendrich
mesh_terms: D006273:Health Facility Merger; D006801:Humans; D007587:Job Description; D007857:Leadership; D009718:Nurse Administrators; D009738:Nursing Service, Hospital / Q000458:organization & administration*; D009936:Organizational Innovation