Can complexity science inform physician leadership development?

Abstract

Purpose The purpose of this paper is to describe research that examined physician leadership development using complexity science principles. Design/methodology/approach Intensive interviewing of 21 participants and document review provided data regarding physician leadership development in health-care organizations using five principles of complexity science (connectivity, interdependence, feedback, exploration-of-the-space-of-possibilities and co-evolution), which were grouped in three areas of inquiry (relationships between agents, patterns of behaviour and enabling functions). Findings Physician leaders are viewed as critical in the transformation of healthcare and in improving patient outcomes, and yet significant challenges exist that limit their development. Leadership in health care continues to be associated with traditional, linear models, which are incongruent with the behaviour of a complex system, such as health care. Physician leadership development remains a low priority for most health-care organizations, although physicians admit to being limited in their capacity to lead. This research was based on five principles of complexity science and used grounded theory methodology to understand how the behaviours of a complex system can provide data regarding leadership development for physicians. The study demonstrated that there is a strong association between physician leadership and patient outcomes and that organizations play a primary role in supporting the development of physician leaders. Findings indicate that a physician's relationship with their patient and their capacity for innovation can be extended as catalytic behaviours in a complex system. The findings also identified limiting factors that impact physicians who choose to lead, such as reimbursement models that do not place value on leadership and medical education that provides minimal opportunity for leadership skill development. Practical Implications This research provides practical applications for physician leadership development and emphasizes that it is incumbent upon physicians and organizations to focus attention on this to achieve improved patient and organizational outcomes. Originality/value This study pairing complexity science and physician leadership represents a unique way to view the development of physician leaders within the context of the complex system that is health care.

A systematic review exploring the impact of focal leader behaviours on health care team performance

“…Inclusive leadership behaviours include words and deeds exhibited by leaders that invite and appreciate others' contributions; modeling openness; listening to suggestions from the group engaging in shared decision making (Bortoluzzi et al, 2014; Grady, 2016; Hirak et al, 2012; Macphee et al, 2010; Malik et al, 2012; Nembhard & Edmondson, 2006; Somech, 2006; van Zijl et al, 2020).…”

Unravelling the role of leadership in motivation of health workers in a Moroccan public hospital: a realist evaluation

“…As a consequence of this fine-tuning of their leadership practices, they influence followers’ autonomous motivation by enhancing POS 106–112. This contributes to better performance in the sense of extra-role performance106 113–115 and increases mutual trust between leaders and staff 96 116–119…”

New Leadership Model for Family Physicians in the Eastern Mediterranean Region: A Pilot Study Across Selected Countries

“…Among several factors, leadership failure to a certain extent, at the level of health service providers, could be a reason thathas prevented favorable change in service delivery [10] across the region. A lack of focus on leadership development exists in undergraduate, postgraduate, and continuing professional development programs for all healthcare providers [11,12].…”