The Association of Pathology Chairs’ Pathology Leadership Academy: Experience From the First 2 Years

Abstract

Leadership development and succession planning are critical to ensure continued strength of academic pathology. The Association of Pathology Chairs developed the Pathology Leadership Academy to prepare future academic leaders. The purpose of this report is to describe: (1) Pathology Leadership Academy’s development and curriculum, (2) how Pathology Leadership Academy has met leadership development needs for individuals and academic departments in its first 2 years, (3) Pathology Leadership Academy’s future directions based on program feedback. Results were analyzed from pre- and postprogram needs assessment surveys of pathology chairs and from evaluations from Pathology Leadership Academy participants in the first 2 years. Pathology Leadership Academy curriculum was developed from topics identified as priorities in the chairs’ survey. Twenty-eight (90%) of 31 responding participants were very satisfied/satisfied with Pathology Leadership Academy. Of the 18 responding chairs who sent a participant to Pathology Leadership Academy, 11 (61%) reported that Pathology Leadership Academy met their faculty development goal. Of all responding chairs, 13 (32%) of 41 reported uncertainty as to whether Pathology Leadership Academy is meeting chairs’ goals. Chairs reported that Pathology Leadership Academy provided value to their faculty through preparation for a future leadership role, enhancing skills for a current role, and enhancing understanding of opportunities and challenges in academic medicine. Most chairs (27/43, 66%) said Pathology Leadership Academy should be offered again; 13 (32%) of 43 were uncertain, and 1 (2%) of 43 said no. Initial experience of Pathology Leadership Academy is positive and promising and provides opportunity for leadership succession planning in academic pathology. Pathology Leadership Academy will use participant and chair feedback for ongoing curricular development to ensure topics continue to address major needs of academic pathology.

Retaining the Value of Former Department Chairs: The Association of Pathology Chairs Experience

“…The need of department chairs for advice and help to deal with these issues has been documented 1,2 and addressed in part by leadership and management courses available to chairs at their own institutions and through professional societies. [3][4][5] Comprehensive national programs that are specifically focused on leadership development for academic health center chairs also have been established, such as the 2 week "Program for Chairs of Clinical Services" at Harvard Chan School of Public Health 6 and the 3½ day seminar on "Organizational Leadership in Academic Medicine for New Associate Deans and Department Chairs" at the Association of American Medical Colleges. 7 Although chairs may seek advice from colleagues, there is often reluctance (especially by new chairs) to seek advice from the prior department chair(s) in order to maintain the perception of being independent and in charge of directing departmental priorities.…”

Succession Planning for the Fellowship Program Director: Fortune Favors the Prepared

“…However, no matter how valuable a leader may be to a department and how much one would like to think an academic department could not continue without this guidance and vision, it is overwhelmingly likely that it will. 2,3 A second myth that abdicates responsibility for succession planning, is that a strong program will thrive regardless of the leader, essentially negating the importance of recruiting and preparing the next leader. 3,4 Whereas this strategy may sustain a high-profile leadership role in the short term, it is ultimately a weak strategy, as a lack of leadership planning will likely is weaken a strong organization.…”

“…2,3 A second myth that abdicates responsibility for succession planning, is that a strong program will thrive regardless of the leader, essentially negating the importance of recruiting and preparing the next leader. 3,4 Whereas this strategy may sustain a high-profile leadership role in the short term, it is ultimately a weak strategy, as a lack of leadership planning will likely is weaken a strong organization. 4 Although several leadership roles can go unfilled within a department without destabilization, critical leadership functions, including a fellowship program director, cannot go unfilled for very long, as these roles are heavily engaged in vital roles such as recruitment of trainees and faculty, communicating and supporting the mission and vision throughout the department, as well as demonstrating achievement of these goals to the larger institution and beyond.…”

“…4 Although several leadership roles can go unfilled within a department without destabilization, critical leadership functions, including a fellowship program director, cannot go unfilled for very long, as these roles are heavily engaged in vital roles such as recruitment of trainees and faculty, communicating and supporting the mission and vision throughout the department, as well as demonstrating achievement of these goals to the larger institution and beyond. [1][2][3] Successful transitions in the Program Director role rely on understanding all the responsibilities of this role as a leader and manager of fellows, core faculty, the educational content, as well as the operational challenges and opportunities where fellows interact with the clinical learning environment. 5,6 Since fellowship deadlines are not merely suggestions, effective communication between the Program Director and faculty, fellows, regulatory associations, medical center, and alumni is essential for maintaining the high-quality support for the critical mission of a fellowship.…”

“…[10][11][12] Thoughtful planning allows time to identify, prepare, recruit, and observe candidates for likely suitability as successors, guided by an appreciation for the essential attributes of an effective leader. [1][2][3][12][13][14] Program Directors at the fellowship level are critical leaders of a core mission at an academic medical center for recruiting talented fellows and preparing them to be the next generation of competent, compassionate clinicians, researchers, and leaders in our specialty. [4][5][6] Succession planning, as with fortune, favors the prepared.…”