Executive research dashboard
The Tenure Fallacy in Healthcare Leadership
Why twenty years in one hospital is not proof of superior leadership
Kelly Emrick, DHSc, PhD, MBA, BSRT(ARRT)ROpen the board assessment
Primary finding
Tenure is context. Evidence earns the conclusion.
Purposeful movement approximately every five to eight years can widen scope, market knowledge, cultural fluency, adaptive experience, and the repeated testing of whether leadership performance travels.
The conclusion remains conditional. Mobility is not portability, and longevity is not stagnation. Both patterns require verified outcomes, contextual learning, trust formation, consequence ownership, and durable legacy.
Leadership is not a residence history. It is a pattern of reproducible outcomes.Author’s synthesis
Tenure fallacy
Separate what years can show from what they cannot prove.
Open page →02Evidence
Explore the two-stream design and anchor studies.
Open page →03Portable leadership
Follow the path from career variety to verified value.
Open page →04PLEI assessment
Score the six proposed domains transparently.
Open page →05Board governance
Apply the five-step evidence test.
Open page →06Research agenda
Review seven propositions and the proposed study.
Open page →07References
Open the report evidence register and limitations.
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