Professional identity and role transitions in clinical managers

Spehar, Ivan; Frich, Jan C.; Kjekshus, Lars Erik

doi:10.1108/jhom-03-2013-0047

Cited by 44 publications

(55 citation statements)

References 36 publications

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“…Bourdieu's ideas also allow us to be more discerning about what constitutes role residual in a given context: this is critical given that the existing literature has generated a rather unruly list of indicators, including thinking, learning, or talking about a prior role (Reitzes and Mutran 2006); dreaming about a role (Ebaugh 1988); missing the status of a prior role (Spehar et al. 2015; Stier 2007); interacting with people associated with a prior role (Drahota and Eitzen 1998); dealing with public perceptions of one's prior role (Stier 2007); and experiencing emotions or states of mind common to a prior role (Drahota and Eitzen 1998; Simi et al. 2017).…”

Section: Discussionmentioning

confidence: 99%

“…Ebaugh's work has inspired role residual research among former athletes (Drahota and Eitzen 1998; Stier 2007), religious defectors (Faulkner 2017; Wright 1987), spouses (Duran‐Aydintug 1996), hate group members (Simi et al. 2017), gang members (Decker, Pyrooz, and Moule 2014), doctors (Spehar, Frich, and Kjekshus 2015), and retirees (Damman and Henkens 2017; Reitzes and Mutran 2006). Evidence suggests residual‐like experiences are more pronounced among those who once occupied a highly regarded role (Damman and Henkens 2017; Ebaugh 1988; Spehar et al.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Evidence suggests residual‐like experiences are more pronounced among those who once occupied a highly regarded role (Damman and Henkens 2017; Ebaugh 1988; Spehar et al. 2015), those who were deeply embedded in social circles linked to a role (Decker et al. 2014), and/or those who experienced violent encounters while in a role (Decker et al.…”

Section: Literature Reviewmentioning

confidence: 99%

“…But Ebaugh is not alone in this regard as others simply state role residual occurs when an individual exits a role that has been central to his or her identity (see Drahota and Eitzen 1998; Duran‐Aydintug 1996; Spehar et al. 2015; Torkelson 2010). Reitzes and Mutran's (2006) work on retirees is perhaps a partial exception to this trend.…”

Section: Literature Reviewmentioning

confidence: 99%

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Rethinking Role Residual: Retired Police Officers and the Inertia of Habitus

Parnaby

Weston

2020

Canadian Review of Sociology

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In this paper, we bring conceptual clarity to the literature on “role residual.” Based on the extant literature and our own research involving police retirees, we first delineate three empirical variants of role residual: emotional, cognitive, and behavioral. We then make the case that a comprehensive understanding of the phenomenon requires a theoretical framework capable of conceptualizing role residual in a way that is consistent with a broader theory of practice. To that end, we use Bourdieu's work to argue that role residual comprises states of being or behavior that occur at the intersection of (a) schemas and dispositions inscribed in the habitus as a result of one's prior role‐specific orientation to the field, and (b) a configuration of proximate conditions in the present that is sufficiently similar to what one would have experienced while in one's prior role.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

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Rethinking Role Residual: Retired Police Officers and the Inertia of Habitus

Parnaby

Weston

2020

Canadian Review of Sociology

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“…The literature on the "hybrid" leader (Molleman, and Rink, (2015); Spehar, et al, (2015) Joffe and MacKenzie-Davey 2012;Fulop, 2012;Hallier and Forbes, 2005) helps us to understand more about how doctors are motivated towards leadership roles in relation to the development of their primary social identity as a doctor. The notion of the hybrid leader as professional first and driven by patient-led values may conflict with the more managerial and corporate-led values of a top-down managerial hierarchy.…”

mentioning

confidence: 99%

Self-determining medical leadership needs of occupational health physicians

Giri

Aylott²,

Kilner

2017

LHS

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Purpose The purpose of this study was to explore which factors motivate doctors to engage in leadership roles and to frame an inquiry of self-assessment within Self-Determination Theory (SDT) to identify the extent to which a group of occupational health physicians (OHPs) was able to self-determine their leadership needs, using a National Health Service (NHS) England competency approach promoted by the NHS England Leadership Academy as a self-assessment leadership diagnostic. Medical leadership is seen as crucial to the transformation of health-care services, yet leadership programmes are often designed with a top-down and centrally commissioned “one-size-fits-all” approach. In the UK, the Smith Review (2015) concluded that more decentralised and locally designed leadership development programmes were needed to meet the health-care challenges of the future. However, there is an absence of empirical research to inform the design of effective strategies that will engage and motivate doctors to take up leadership roles, while at the same time, health-care organisations continue to develop formal leadership roles as a way to secure medical leadership engagement. The problem is further compounded by a lack of validated leadership qualities assessment instruments which support researching this problem. Design/Methodology/approach The analysis draws on a sample of about 25 per cent of the total population size of the Faculty of Occupational Medicine (n = 1,000). The questionnaire used was the Leadership Qualities Framework tool as a form of online self-assessment (NHS Leadership Academy, 2012). The data were analysed using descriptive statistics and simple inferential methods. Findings OHPs are open about reporting their leadership strengths and leadership development needs and recognise leadership learning as an ongoing development need regardless of their level of personal competence. This study found that the single most important factor to affect a doctor’s confidence in leadership is their experience in a management role. In multivariate regression, management experience accounted for the usefulness of leadership training, suggesting that doctors learn best through applied “leadership learning” as opposed to theory-driven programmes. Drawing on SDT (Deci and Ryan, 1985; 2000; Ryan and Deci, 2000), this article provides a theoretical framework that helps to understand those doctors who are likely to engage in leadership and management activities in the organisation. More choice and self-determination of medical leadership programmes are likely to result in more relevant leadership learning that builds on doctors’ previous experience in this area. Research limitations/implications While this study benefitted from a large sample size, it was limited to the use of purely quantitative methods. Future studies would benefit from the application of a mixed methodology to combine quantitative data with one-to-one interviews or a focus group. Practical implications This study suggests that doctors are able to determine their own learning needs reliably and that they are more likely to increase their confidence in leadership and management if they are exposed to leadership and management experience. Originality/value This is the first large-scale study of this kind with a large sample within a single medical specialty. The study is considered as insider research, as the first author is an OHP with knowledge of how to engage OHPs in this work.

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Leadership and Change

2021

Leadership in Veterinary Medicine

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Professional identity and role transitions in clinical managers

Abstract: The study suggests that the inclusion of aspects from identity and need satisfaction literature expands on and enriches the study of clinical managers.

Cited by 44 publications

References 36 publications

Rethinking Role Residual: Retired Police Officers and the Inertia of Habitus

Rethinking Role Residual: Retired Police Officers and the Inertia of Habitus

Self-determining medical leadership needs of occupational health physicians

Leadership and Change

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