Distinguishing competencies of effective physician leaders
Distinguishing competencies of effective physician leaders
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DOI：
10.1108/jmd-02-2014-0021
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发表时间：
2015-01-01
影响因子：
3.1
通讯作者：
Stoller, James K.
中科院分区：
文献类型：
--
作者：
Hopkins, Margaret M.;O'Neil, Deborah A.;Stoller, James K.
目的-这篇论文的目的是确定有效的医生领导所表现出的特殊能力。不断变化的组织和环境动态给医疗保健领域的领导者带来了独特的挑战。对提高医疗服务质量、控制成本和调整医疗服务本身结构的日益重视，正在重新定义医疗服务的本质和医生作为领导者的作用。在此背景下，作者建议确定21世纪医生领导的基本能力。设计/方法/方法-总共对来自美国顶级学术医疗机构克利夫兰诊所被确定为新兴领导者的28名医生的53次危急事件访谈进行了两种方式的审查：将现有的领导能力模型应用于每个危急事件，并通过对事件的主题分析确定归纳衍生主题。发现-医生领导者展示的主要区别领导能力包括：同理心、主动性、情绪自我意识和组织意识。通过主题分析发现，刻意沟通、获得同事的支持、专注于组织的使命以及尊重他人也是这些有效的医生领导者的基本做法。超过90%的关键事件故事涉及同事之间的互动。研究限制/影响-研究是在一个学术医疗机构进行的，因此限制了结果的概括性。在各种医疗机构中对这些结果进行更多的研究是有保证的。原创性/价值-这项研究确定了区分有效的医生领导者的特定能力。这些领导人积极寻求与同事合作，以获得他们的投入和共识，以便实施组织变革并改善其机构的保健服务。重要的是，他们的意图既不是自我关注，也不是自我推销，而是强烈的使命驱动。医生领导者能力的确定将有助于现任和新兴医生领导者成为有效领导者的能力，并为医生培训和发展计划的设计提供信息。
Purpose - The purpose of this paper is to determine the particular competencies demonstrated by effective physician leaders. Changing organizational and environmental dynamics present unique challenges to leaders in the field of healthcare. An accelerated emphasis on increasing the quality of health care delivery, containing costs, and restructuring the delivery of health care itself are redefining the very nature of healthcare and the roles of physicians as leaders. Given this context, the authors propose to identify the essential competencies for twenty-first century physician leadership.Design/methodology/approach - In all, 53 critical incident interviews from 28 physicians identified as emerging leaders at the Cleveland Clinic, a top-rated US academic healthcare institution, were examined in two ways: an existing leadership competency model was applied to each critical incident and inductively derived themes were identified through thematic analysis of the incidents.Findings - The predominant distinguishing leadership competencies demonstrated by the physician leaders included: Empathy, Initiative, Emotional Self-Awareness and Organizational Awareness. Communicating deliberately, getting buy-in from colleagues, focussing on the mission of the organization and showing respect for others were also discovered through thematic analysis to be essential practices of these effective physician leaders. Over 90 percent of the critical incident stories dealt with colleague-to-colleague interactions.Research limitations/implications - The research was conducted in one academic healthcare organization, thus limiting the generalizability of the results. Additional research testing these results in a variety of healthcare institutions is warranted.Originality/value - This study identified specific competencies that distinguish effective physician leaders. These leaders actively sought to work with colleagues to obtain their input and consensus in order to enact organizational change and improve health care delivery in their institution. Importantly, their intentions were neither self-focussed nor self-promoting but strongly mission driven. The identification of physician leader competencies will assist incumbent and emerging physician leaders in their ability to be effective leaders, as well as inform the design of training and development programs for physicians.