Executive Coaching for Leadership Development: Experience of Academic Physician Leaders

PurposeThe aim of this study was to explore the qualities and capabilities effective physician leaders attribute to their success in leading change and how they developed these.MethodThe authors interviewed 20 emerging and senior leaders using a semistructured interview guide informed by appreciative inquiry. Data were subjected to an inductive qualitative content analysis to identify themes related to qualities, capabilities and learning approaches.ResultsThe qualities identified were clarity of purpose to improve care, endurance, a positive outlook and authenticity. They were considered innate or developed during participants’ upbringing. Capabilities were to ground management in medicine, engage others, catalyse systems by acting on interdependencies and employ a scientific approach to understand problems and measure progress. Capabilities were developed through cross-pollination from a diversity of work experiences, reflection, when education was integrated with practice and when their organisational environment nurtured ambition and learning.ConclusionsThis study reframes current leadership thinking by empirically identifying qualities, capabilities, and learning approaches that can contribute to effective physician leadership. Instead of merely adapting leadership development programmes from other domains, this study suggests there are capabilities unique to effective physician leadership: ground management in medicine and employ a scientific approach to problem identification and solution development. The authors outline practical implications for individuals and organisations to support leader development as a cohesive organisational strategy for learning and change.

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Leadership transformation in Queensland Health

Australian Health Review ◽

10.1071/ah090357 ◽

2009 ◽

Vol 33 (3) ◽

pp. 357 ◽

Cited By ~ 8

Author(s):

Meagan P Crethar ◽

Jan N Phillips ◽

Paul J Stafford ◽

Stephen J Duckett

Keyword(s):

Leadership Development ◽

Executive Coaching ◽

Development Program ◽

Second Phase ◽

Senior Leaders ◽

Learning Modules ◽

Queensland Health ◽

Major Reform ◽

Leadership Development Program ◽

Key Staff

IN 2006, QUEENSLAND HEALTH embarked upon a major reform program that included a comprehensive leadership development program for senior leaders, managers and supervisors. The objective was to achieve improvements in the leadership capabilities of key staff that will result in real improvements in workplace culture. The components of the program include: actionlearning leadership development workshops, 360-degree feedback, executive coaching, leadership learning modules and an interactive leadership website. The program is constantly evolving, and implementation commenced in 2007 of a second phase which includes a number of additional initiatives ? an Emerging Clinical Leaders Program, a Top 500 leaders Program, Conflict Resolution Program for Clinicians and a Clinical Network Chairs Leadership Program. Workforce statistics have shown a distinct improvement since the implementation of the program.

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Can complexity science inform physician leadership development?

Leadership in Health Services ◽

10.1108/lhs-12-2015-0042 ◽

2016 ◽

Vol 29 (3) ◽

pp. 251-263 ◽

Cited By ~ 9

Author(s):

Colleen Marie Grady

Keyword(s):

Complex System ◽

Health Care ◽

Leadership Development ◽

Patient Outcomes ◽

Health Care Organizations ◽

Complexity Science ◽

Primary Role ◽

Physician Leadership ◽

Content Type ◽

Physician Leaders

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.

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The benefits of executive coaching: voices from the C-suite

Strategic HR Review ◽

10.1108/shr-06-2019-0048 ◽

2020 ◽

Vol 19 (1) ◽

pp. 22-27

Author(s):

Clinton Longenecker ◽

Mike McCartney

Keyword(s):

Leadership Development ◽

Organizational Performance ◽

Executive Coaching ◽

Boards Of Directors ◽

Small Sample Size ◽

Small Sample ◽

Senior Leaders ◽

Content Type ◽

Personal Support ◽

Executive Coach

Purpose The purpose of this paper is to provide readers with research findings based on qualitative data that describe the benefits of executive coaching from a sample of 70 senior business executives, all of whom have a personal executive coach. In addition, the paper provides readers with specific questions concerning their organizations’ approach to executive leadership development and the application of these potential benefits to their enterprise. Design/methodology/approach The findings of this study are based on personal interviews with 30 executives and ten four-person focus groups in which both sets of participants were asked to describe personal and organizational benefits associated with their experiences in using executive coaches. Findings Interviews and focus group findings converged around a number of benefits associated with effective executive coaching. These benefits included improved executive focus, better alignment of key leadership behaviors, candid and ongoing feedback, accountability for appropriate leader behaviors, improved emotional intelligence and ego control and personal support and encouragement, among others. Research limitations/implications This qualitative study provides empirical evidence of the benefits of executive coaching from the perspective of senior business leaders. These findings provide researchers with specific criteria that can be tested and measured on a larger scale. The primary limitation of the study is the small sample size of only 70 executives. Practical implications The findings of this research provide a compelling set of benefit trends that individual executives, boards of directors and organizations need to consider in the development of their senior leaders. Specific questions are included to guide practitioner’s thinking concerning executive coaching and its role in their organizations. Social implications These findings make a compelling case that senior leaders can become more effective and can experience great benefits when they properly make use of an effective executive coach. The development of senior leaders using this tool can have a powerful impact on organizational performance and organization’s culture. Originality/value A review of the literature will reveal that anecdotal evidence abounds, but there is limited empirical research chronicling the true benefits of executive coaching.

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Executive Coaching for Leadership Development: Five Questions to Guide Your Program Design

On Becoming a Leadership Coach ◽

10.1057/9780230614314_19 ◽

2008 ◽

pp. 167-175

Author(s):

Sheryl D. Phillips ◽

Frank Ball

Keyword(s):

Leadership Development ◽

Executive Coaching ◽

Program Design

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Meta-Analysis of Dark Side Personality Characteristics and Critical Work Behaviors among Leaders across the Globe: Findings and Implications for Leadership Development and Executive Coaching

Applied Psychology ◽

10.1111/apps.12017 ◽

2013 ◽

Vol 64 (1) ◽

pp. 25-54 ◽

Cited By ~ 36

Author(s):

Blaine H. Gaddis ◽

Jeff L. Foster

Keyword(s):

Leadership Development ◽

Executive Coaching ◽

Meta Analysis ◽

Personality Characteristics ◽

Dark Side ◽

Work Behaviors

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Evaluating a physician leadership development program – a mixed methods approach

Journal of Health Organization and Management ◽

10.1108/jhom-11-2014-0187 ◽

2016 ◽

Vol 30 (3) ◽

pp. 390-407 ◽

Cited By ~ 9

Author(s):

Cheryl Throgmorton ◽

Trey Mitchell ◽

Tom Morley ◽

Marijo Snyder

Keyword(s):

Leadership Development ◽

Leadership Programs ◽

Physician Leadership ◽

Program Outcomes ◽

Content Type ◽

Evaluation Strategy ◽

Physician Leaders ◽

Four Levels Of Evaluation ◽

Four Levels ◽

Levels Of Evaluation

Purpose – With the extent of change in healthcare today, organizations need strong physician leaders. To compensate for the lack of physician leadership education, many organizations are sending physicians to external leadership programs or developing in-house leadership programs targeted specifically to physicians. The purpose of this paper is to outline the evaluation strategy and outcomes of the inaugural year of a Physician Leadership Academy (PLA) developed and implemented at a Michigan-based regional healthcare system. Design/methodology/approach – The authors applied the theoretical framework of Kirkpatrick’s four levels of evaluation and used surveys, observations, activity tracking, and interviews to evaluate the program outcomes. The authors applied grounded theory techniques to the interview data. Findings – The program met targeted outcomes across all four levels of evaluation. Interview themes focused on the significance of increasing self-awareness, building relationships, applying new skills, and building confidence. Research limitations/implications – While only one example, this study illustrates the importance of developing the evaluation strategy as part of the program design. Qualitative research methods, often lacking from learning evaluation design, uncover rich themes of impact. The study supports how a PLA program can enhance physician learning, engagement, and relationship building throughout and after the program. Physician leaders’ partnership with organization development and learning professionals yield results with impact to individuals, groups, and the organization. Originality/value – Few studies provide an in-depth review of evaluation methods and outcomes of physician leadership development programs. Healthcare organizations seeking to develop similar in-house programs may benefit applying the evaluation strategy outlined in this study.

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