The central role of the chief executive officer (CEO) in an organization development project is illustrated by two different CEOs in a medium-sized medical center during a 4-yearperiod. Organization climate, nursing turnover, net profits, and market share data showed no significant improvement during the first 2 years but improved during the second 2-year period. The other critical variables-the consultant, the design of the project, the number of days the consultant spent in the organization, the general approach to delivering patient services, the medical staff the economy, the medical job markets, and the organizational population-all remained approximately the same during the 4-year period. Results from questionnaire and interview data attribute both the negative results during the first 2 years and the positive results during the second to the person who filled the role of the CEO.
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