Due to the increasing complexity of medical education and practice, the training of healthcare professionals for leadership and management roles and responsibilities has become increasingly important. But gaps in physician leadership and management skills have been identified across a broad range of organizational and geographic settings. Many clinicians are inadequately prepared to meet their day-to-day clinical leadership responsibilities. Simultaneously, physicians’ leadership and management skills play a central role and yield superior outcomes for patients and health care delivery organizations. Currently, there is a tremendous variability in the amount of time, structure and resources dedicated to leadership/management training for physicians. Physicians who have completed such trainings seem to be pleased with the outcome. However, only a limited number of physicians enroll in these types of trainings. Several reasons can explain this fact, but it seems crucial to investigate what could increase the involvement of medical leaders and managers in these training programs. This paper offers a framework for addressing the barriers to training commitment and for designing initial training interventions for physicians. This framework is rooted in two well-known theoretical models used in social sciences. It aims to promote self-assessed knowledge and expertise amongst physicians about to embrace leader/manager careers. By developing the ability to explore and be curious about one’s own experience and actions, physicians may suddenly open up the possibilities of purposeful learning. The process we describe in this paper may be an essential step in fostering the involvement of physicians in leadership and management training processes. And this is essential to contribute to the advancement of medical discipline.

Résumé -Contexte : Depuis de nombreuses années et malgré une pléthore d'offres de formations en gestion et management, les facultés de médecine déplorent la difficulté à engager une relève médicale formée en gestion. Cet article veut analyser comment des médecins d'expé-rience en sont venus à assumer des responsabilités de gestion, quelles difficultés ils ont recontrées, quels moyens et ressources ils ont du mobiliser pour assumer leurs nouvelles responsabilités, quelles auraient été les ressources ou moyens préalables dont ils auraient pu bénéficier et enfin, pourquoi ils n'avaient pas mobilisé ces ressources et ces moyens avant leur entrée en poste. Méthodes : Une recherche exploratoire utilisant une méthodologie qualitative a été menée. Un groupe de discussion focalisée réunissant six médecins d'expérience, occupant ou ayant occupé différents postes à responsabilité en gestion, a été conduit. Les questions posées portaient sur les motivations, les circonstances et les conditions les ayant conduits à assumer des responsabilités de leadership et de gestion. Une analyse thématique du verbatim a été réalisée via le logiciel Atlas.ti 7. Résultats : Les résultats de cette recherche mettent en évidence que la majorité de ces médecins d'expérience n'ont pas suivi un plan de carrière Article publié par EDP Sciences Accompagner précocement les médecins de la relève susceptibles d'assumer des responsabilités de gestion dans 1) l'identification des habiletés et compétences requises pour faire de la gestion, 2) une évaluation objective de leur potentiel et 3) le développement d'un plan de carrière incluant la participation à des formations en gestion, est un préalable essentiel à leur mobilisation.Abstract -Introduction: For many years and despite a plethora of management training offers regarding, medical schools have found it difficult to fill the need for a new generation of professionals trained in medical management. This article aims to analyze how and why experienced physicians chose to take on management responsibilities, the difficulties they experienced, the means and resources they mobilized to take on their new responsibilities, the resources or means they could have benefited from before taking on their new responsibilities and lastly the reasons why didn't they mobilize such resources and means before assuming the management position. Method: The method involved conducting an exploratory research using qualitative methodology. A focus group was set up with six experienced physicians who were occupying or had occupied various management positions. Questions were asked regarding motivation, circumstances and conditions that led them to assume their leadership and management responsibilities. On the basis of the verbatim responses, a thematic analysis was carried out using Atlas.ti 7 software. Results: The results show that most of these professionals did not follow a predefined career path. They rather seized opportunities that presented themselves. In addition, the main reason why these physicians had not tra...