Addressing the Leadership Gap in Medicine

Blumenthal, Daniel M.; Bernard, Kenneth; Bohnen, Jordan D.; Bohmer, Richard M.J.

doi:10.1097/acm.0b013e31824a0c47

Cited by 253 publications

(164 citation statements)

References 49 publications

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“…6 Best practices for leadership development identify “targeting the program toward a specific audience” to be critical for an effective program. 8, 9 In 2012 the Department of Surgery at the University of Michigan graduated the inaugural class of a surgeon-specific Leadership Development Program. The program curriculum was designed based on interviews with incoming surgeon participants, which identified the participants’ motivations and goals for completing such a program.…”

Section: Introductionmentioning

confidence: 99%

A leadership development program for surgeons: First-year participant evaluation

Pradarelli

Jaffe

Lemak

et al. 2016

Surgery

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Structured Abstract Background In a dynamic healthcare system, strong leadership has never been more important for surgeons. Little is known about how to effectively design and conduct a leadership program specifically for surgeons. We sought to critically evaluate a Leadership Development Program for practicing surgeons by exploring the strengths and weaknesses of program components on surgeons’ development as physician-leaders. Methods At a large academic institution, we conducted semi-structured interviews with 21 surgical faculty members who voluntarily applied, were selected, and completed a newly-created Leadership Development Program in December 2012. Interview transcripts underwent qualitative descriptive analysis with thematic coding based on grounded theory. Themes were extracted regarding surgeons’ evaluations of the program on their development as physician-leaders. Results After completing the program, surgeons reported personal improvements in the following 4 areas: self-empowerment to lead, self-awareness, team-building skills, and business and leadership knowledge. Surgeons felt “more confident about stepping up as a leader” and more aware about “how others view me and my interactions.” They described a stronger grasp on “giving feedback” as well as “business/organizational issues.” Overall, surgeon participants reported positive impacts of the program on their day-to-day work activities, general career perspective, as well as their long-term career development plans. Surgeons also recommended areas for potential improvement for the program. Conclusions These interviews detailed self-reported improvements in leadership knowledge and capabilities for practicing surgeons who completed a Leadership Development Program. A curriculum designed specifically for surgeons may enable future programs to better equip surgeons for important leadership roles in a complex healthcare environment.

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Section: Introductionmentioning

confidence: 99%

A leadership development program for surgeons: First-year participant evaluation

Pradarelli

Jaffe

Lemak

et al. 2016

Surgery

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“…As with nursing, there is a consideration of leadership development and the influences that impact leadership potential and capacity (Blumenthal, Bernard, Bohnen, & Bohmer, 2012;Cleather, 2008;Gersh, 2006;Leitner, 2008). However, as noted by Wylie and Gallagher (2009), there is a significant level of variance across disciplines in terms of professional roles and practice settings.…”

Section: Journal Of Nursing Leadership Nursingmentioning

confidence: 99%

Choosing the Path of Leadership in Occupational Therapy

Heard¹

2014

The Open Journal of Occupational Therapy

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Leadership is vital to the success and sustainability of any group, organization, or profession. Using a qualitative phenomenological methodology, consistent with interpretative phenomenological analysis, this study examines why occupational therapists choose the path of leadership. Data was collected through the completion of semistructured interviews with 10 occupational therapy leaders in Ontario, Canada. This collected data was transcribed verbatim and coded for themes by multiple coders. Several methods were employed to establish trustworthiness. Results identify that a desire to influence the profession or care delivery, a need for personal or career development, and a need for change motivate those occupational therapists who might choose the path of leadership. Recommendations for supporting new or developing leaders include a focus on linking occupational therapy practice and leadership theory at the curriculum and professional levels. Moreover, application of novel approaches to mentorship for new and developing leaders, such as supportive communities of practice, are also considered. Keywords leadership, occupational therapy, qualitative methodCover Page Footnote

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“…[6][7][8][9] Nevertheless, opportunities in everyday clinical practice to acquire, practise and receive feedback on CL skills remain scarce. 10 Strategies to promote CL skills should include clinical supervision programmes, interprofessional collaboration and the development of skills.…”

Section: Introductionmentioning

confidence: 99%

Impact of clinical leadership in teams’ course on quality, efficiency, responsiveness and trust in the emergency department: study protocol of a trailing research study

Husebø

Olsen

2016

BMJ Open

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IntroductionClinical leadership has long been recognised as critical for optimising patient safety, quality of care and interprofessional teamwork in busy and stressful healthcare settings. There is a need to compensate for the absence of the conventional mentor-to-apprentice transfer of clinical leadership knowledge and skills. While young doctors and nurses are increasingly proficient in medical, surgical and technical skills, their training in, and knowledge of clinical leadership skills, is not adequate to meet the demands for these non-technical skills in the emergency department. Thus, the purpose of the paper is to present and discuss the study protocol of clinical leadership in a course for teams that aims to improve quality, efficiency, responsiveness of healthcare services and collegial trust in the emergency department.Methods and analysisThe study employs a trailing research design using multiple quantitative and qualitative methods in the summative (pretest and post-test) and formative evaluation. Quantitative data have been collected from a patient questionnaire, the emergency departments’ database and by the observation of team performance. Qualitative data have been collected by shadowing healthcare professionals and through focus group interviews. To ensure trustworthiness in the data analysis, we will apply member checks and analyst triangulation, in addition to providing contextual and sample description to allow for evaluation of transferability of our results to other contexts and groups.Ethics and disseminationThe study is approved by the ethics committee of the western part of Norway and the hospital. The study is based on voluntary participation and informed written consent. Informants can withdraw at any point in time. The results will be disseminated at research conferences, peer review journals and through public presentations to people outside the scientific community.

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Addressing the Leadership Gap in Medicine

Cited by 253 publications

References 49 publications

A leadership development program for surgeons: First-year participant evaluation

A leadership development program for surgeons: First-year participant evaluation

Choosing the Path of Leadership in Occupational Therapy

Impact of clinical leadership in teams’ course on quality, efficiency, responsiveness and trust in the emergency department: study protocol of a trailing research study

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