Purpose - Physicians are commonly promoted into administrative and managerial roles in US hospitals on the basis of clinical expertise and often lack the skills, training or inclination to lead. Several studies have sought to identify factors associated with effective physician leadership, yet we know little about how physician leaders themselves construe their roles. The paper aims to discuss these issues. Design/methodology/approach - Phenomenological interviews were performed with 25 physicians at three organizational levels with physicians affiliated or employed by four hospitals within one health care organization in the USA between August and September 2010. A rigorous comparative methodology of data collection and analysis was employed, including the construction of analytic codes for the data and its categorization based on emergent ideas and themes that are not preconceived and logically deduced hypotheses, which is characteristic of grounded theory. Findings - These interviews reveal differences in how part- vs full-time physician leaders understand and value leadership roles vs clinical roles, claim leadership status, and identify as physician leaders on individual, relational and organizational basis. Research limitations/implications - Although the physicians in the sample were affiliated with four community hospitals, all of them were part of a single not-for-profit health care system in one geographical locale. Practical implications - These findings may be of interest to hospital administrators and boards seeking deeper commitment and higher performance from physician leaders, as well as assist physicians in transitioning into a leadership role. Social implications - This work points to a broader and more fundamental need - a modified mindset about the nature and value of physician leadership. Originality/value - This study is unique in the exploration of the nature of physician leadership from the perspective of the physician on an individual, peer and organizational level in the creation of their own leadership identity.
Download full-text PDF |
Source |
---|---|
http://dx.doi.org/10.1108/JHOM-05-2015-0079 | DOI Listing |
J Am Coll Surg
January 2025
Professor Emeritus, Department of Surgery University of Alabama at Birmingham.
The Joseph M Donald Endowment for the Archival Collection of the Southern Surgical Association is named for the 73rd President Elect of the Southern Surgical Association (Figure 1), who died in 1961 at age 57 before he had the opportunity to deliver his Presidential Address. Dr Donald's career as a surgeon in Birmingham began in 1931 after the completion of his residency at the Mayo Clinic. He was one of four generations of Donalds to serve Alabama as physicians.
View Article and Find Full Text PDFCan Med Educ J
December 2024
Université de Sherbrooke, Quebec, Canada.
Background: Community service-learning activities (CSL) have been integrated into medical schools for several years. However, little data exists to understand the impact of this type of activity on students and communities. The purpose of this research was to explore the effect of a mandatory community-based training activity offered to medical students.
View Article and Find Full Text PDFEur J Pain
February 2025
Department of Research, Sint Maartenskliniek, Nijmegen, The Netherlands.
Background: After lumbar spine surgery, a Core Outcome Set (COS) for acute pain is essential to ensure that the most meaningful outcomes are monitored consistently in the perioperative period. The aim of the present study was to consent on a COS for assessing the efficacy of acute pain management for patients undergoing lumbar spinal surgery.
Method: A modified Delphi procedure was conducted among a national (Dutch) expert panel.
J Med Internet Res
January 2025
ETH Zurich, Zurich, Switzerland.
Background: The escalating global scarcity of skilled health care professionals is a critical concern, further exacerbated by rising stress levels and clinician burnout rates. Artificial intelligence (AI) has surfaced as a potential resource to alleviate these challenges. Nevertheless, it is not taken for granted that AI will inevitably augment human performance, as ill-designed systems may inadvertently impose new burdens on health care workers, and implementation may be challenging.
View Article and Find Full Text PDFIndian J Radiol Imaging
January 2025
Advanced Eye Centre, Postgraduate Institute of Medical Education and Research, Chandigarh, India.
The transition from traditional teaching to mentoring in medical education is urgently required to create future-ready physicians, researchers, and medical teachers in India. A roadmap was drawn by the pioneers of modern medicine more than 100 years ago, who mentored and prepared the next generation of subspecialists and teachers. We need mentors rather than conventional teachers to inspire students to dream, learn, and grow.
View Article and Find Full Text PDFEnter search terms and have AI summaries delivered each week - change queries or unsubscribe any time!