Physician leadership development: Evidence-informed design tempered with real-life experience

This article describes key considerations for creation of evidence-informed in-house physician leadership development. Ten elements extracted from a scan of the peer-reviewed and grey literature are presented, and key learnings at the Queen Elizabeth II Health Sciences Centre, a quaternary academic health sciences centre in Halifax, Nova Scotia, are highlighted. Each element is briefly described with practical considerations and challenges to implementation outlined in the context of the former Capital District Health Authority, where the authors collaborated to create in-house physician leadership development prior to the consolidation of health districts in that province. The purpose of this article is to share how the authors used evidence to plan physician leadership development and to explore the additional situational and contextual factors and considerations needed for implementation.

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Understanding the organisational culture of district health services: Mahalapye and Ngamiland health districts of Botswana

African Journal of Primary Health Care & Family Medicine ◽

10.4102/phcfm.v7i1.907 ◽

2015 ◽

Vol 7 (1) ◽

Cited By ~ 6

Author(s):

Oathokwa Nkomazana ◽

Robert Mash ◽

Nthabiseng Phaladze

Keyword(s):

Health Care ◽

Primary Health Care ◽

Leadership Development ◽

Health Care Workers ◽

Organisational Culture ◽

District Health ◽

Primary Health ◽

Care Workers ◽

Organisational Values ◽

Health Districts

Background: Botswana has a shortage of health care workers, especially in primary healthcare. Retention and high performance of employees are closely linked to job satisfaction and motivation, which are both highest where employees’ personal values and goals are realised.Aim: The aim of the study was to evaluate employees’ personal values, and the current and desired organisational culture of the district health services as experienced by the primary health care workers.Setting: The study was conducted in the Ngamiland and Mahalapye health districts.Method: This was a cross sectional survey. The participants were asked to select 10 values that best described their personal, current organisational and desired organisational values from a predetermined list.Results: Sixty and 67 health care workers completed the survey in Mahalapye and Ngamiland districts, respectively. The top 10 prevalent organisational values experienced in both districts were: teamwork, patient satisfaction, blame, confusion, job insecurity, not sharing information and manipulation. When all the current values were assessed, 32% (Mahalapye) and 36% (Ngamiland) selected by health care workers were potentially limiting organisational effectiveness. The organisational values desired by health care workers in both districts were: transparency, professional growth, staff recognition, shared decision-making, accountability, productivity, leadership development and teamwork.Conclusions: The experience of the primary health care workers in the two health districts were overwhelmingly negative, which is likely to contribute to low levels of motivation, job satisfaction, productivity and high attrition rates. There is therefore urgent need for organisational transformation with a focus on staff experience and leadership development.

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Developing faculty leadership from ‘within’: a 12-year reflection from an internal faculty leadership development program of an academic health sciences center

Medical Education Online ◽

10.1080/10872981.2019.1567239 ◽

2019 ◽

Vol 24 (1) ◽

pp. 1567239 ◽

Cited By ~ 1

Author(s):

Janice Y. Tsoh ◽

Anda K. Kuo ◽

John W. Barr ◽

Laney Whitcanack ◽

Irené Merry ◽

...

Keyword(s):

Leadership Development ◽

Development Program ◽

Health Sciences ◽

Faculty Leadership ◽

Academic Health ◽

Leadership Development Program

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The path to leadership: the career journey of academic health sciences library directors

Journal of the Medical Library Association JMLA ◽

10.5195/jmla.2019.552 ◽

2019 ◽

Vol 107 (1) ◽

Cited By ~ 1

Author(s):

Rick L. Fought ◽

Mitsunori Misawa

Keyword(s):

Leadership Development ◽

Research Question ◽

Phenomenological Approach ◽

Health Sciences ◽

Major Theme ◽

Library Directors ◽

Research Activity ◽

Academic Health ◽

Library Leadership ◽

Qualitative Phenomenological

Objective: The authors examined the career journeys of academic health sciences library directors to better understand their leadership development and what led them to their leadership positions in libraries.Methods: A qualitative phenomenological approach was employed due to its focus on exploring and understanding the meaning that individuals ascribe to a particular phenomenon or experience. Eleven library directors from academic health sciences libraries at public universities with very high research activity agreed to participate in the study. The research question guiding this study was: What was the library directors’ career journey that led them into library leadership?Results: A major theme that emerged from the data was “Path to Leadership.” Although each participant’s journey was unique, common elements surfaced as they chronicled their careers that were informative as to how they understood their emergence and development as library leaders. The four categories defining this theme were breadth of experience, focused preparation, mentors, and recognition and development of leadership potential.Conclusions: Previous research suggests that leadership development and preparedness are important contributors to leadership effectiveness. It was encouraging to witness and understand the amount of preparation by participants to ready themselves for their roles as library directors. This study provides a comprehensive view of the path to library leadership that furthers understanding of the value of leadership development and preparedness and provides a model for aspiring library leaders.

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Collaborating internationally on physician leadership development: why now?

Leadership in Health Services ◽

10.1108/lhs-12-2015-0050 ◽

2016 ◽

Vol 29 (3) ◽

pp. 231-239 ◽

Cited By ~ 8

Author(s):

Ming-Ka Chan ◽

Diane de Camps Meschino ◽

Deepak Dath ◽

Jamiu Busari ◽

Jordan David Bohnen ◽

...

Keyword(s):

Leadership Development ◽

International Collaboration ◽

Cultural Theory ◽

Grey Literature ◽

Leadership Education ◽

Physician Leadership ◽

Education Development ◽

Content Type ◽

Competency Based ◽

International Collaborative

Purpose This paper aims to highlight the importance of leadership development for all physicians within a competency-based medical education (CBME) framework. It describes the importance of timely international collaboration as a key strategy in promoting physician leadership development. Design/methodology/approach The paper explores published and Grey literature around physician leadership development and proposes that international collaboration will meet the expanding call for development of leadership competencies in postgraduate medical learners. Two grounding frameworks were used: complexity science supports adding physician leadership training to the current momentum of CBME adoption, and relational cultural theory supports the engagement of diverse stakeholders in multiple jurisdictions around the world to ensure inclusivity in leadership education development. Findings An international collaborative identified key insights regarding the need to frame physician leadership education within a competency-based model. Practical implications International collaboration can be a vehicle for developing a globally relevant, generalizable physician leadership curriculum. This model can be expanded to encourage innovation, scholarship and program evaluation. Originality/value A competency-based leadership development curriculum is being designed by an international collaborative. The curriculum is based on established leadership and education frameworks. The international collaboration model provides opportunities for ongoing sharing, networking and diversification.

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