Serving two masters? Shared corporate leadership and conflict of interest

In order to reduce costs and inefficiencies, break down silos, and create smoother transitions of care, health organizations are starting to share senior leadership roles with their regional partners. While these are laudable goals, having individuals share responsibilities among two or more organizations can pose significant ethical challenges such as divided loyalties and create a conflict of interest. The risks of conflict of interest among senior health leaders who share roles within multiple health organizations have largely been ignored. This article will explore the ethical challenges of this issue and offer suggestions on how senior health leaders who are put in this uncomfortable position can identify and respond to a potential conflict of interest.