Health care delivery must be transformed to manage spiraling costs and preserve quality care. Transforming complex health systems will require the engagement of physicians as leaders in their health care settings, in both formal and informal roles. In this article we explore the experience of physician leader engagement and identify factors operating at the individual, team, and organizational levels related to increased or decreased physician leader engagement. Using an inductive approach, our analysis of the transcribed interviews yielded a rich understanding of what motivates physicians to be engaged as leaders, how they experience engagement, the role of the physician leader, how physicians understand other physicians' engagement, what encourages and discourages their engagement efforts, and the role that education and training has in physician engagement. We conclude by offering strategies that physicians, health care organizations, and educational institutions can implement to increase the engagement of physician leaders.

Purpose This is the first study to compile statistical data to describe the functions and responsibilities of physicians in formal and informal leadership roles in the Canadian health system. This mixed-methods research study offers baseline data relative to this purpose, and also describes physician leaders' views on fundamental aspects of their leadership responsibility. Design/methodology/approach A survey with both quantitative and qualitative fields yielded 689 valid responses from physician leaders. Data from the survey were utilized in the development of a semi-structured interview guide; 15 physician leaders were interviewed. Findings A profile of Canadian physician leadership has been compiled, including demographics; an outline of roles, responsibilities, time commitments and related compensation; and personal factors that support, engage and deter physicians when considering taking on leadership roles. The role of health-care organizations in encouraging and supporting physician leadership is explicated. Practical implications The baseline data on Canadian physician leaders create the opportunity to determine potential steps for improving the state of physician leadership in Canada; and health-care organizations are provided with a wealth of information on how to encourage and support physician leaders. Using the data as a benchmark, comparisons can also be made with physician leadership as practiced in other nations. Originality/value There are no other research studies available that provide the depth and breadth of detail on Canadian physician leadership, and the embedded recommendations to health-care organizations are informed by this in-depth knowledge.

Access to this document was granted through an Emerald subscription provided by emerald-srm:448207 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this conceptual paper is to provide strategies on how to embed physician leadership development efforts within health organizations. Design/methodology/approach -Findings from our previous research, which include an extensive literature review and analysis of 53 interviews with representatives from healthcare organizations across the globe, are integrated within the context of the Influencer© framework to provide a useful and grounded tool for physician leadership development strategies. Findings -Physician leadership development strategies are identified for each of the six domains within the Influencer© framework. Practical implications -A number of physician leadership development strategies are provided. They can be used in combination or used independently. Originality/value -Integrating the knowledge gained from practices in health organizations and from the literature within the Influencer© framework is a unique approach and strengthens the usefulness of the identified physician leadership development strategies.

PurposeThe purpose of this qualitative research study is to gain an understanding of the workplace experiences of individuals, employed in health care organizations, a few months after taking leadership development programming, as they endeavor to put into practice the concepts, ideas, and skills they acquired as part of their leadership development programs.Design/methodology/approachFour providers of leadership development programs in the health care arena canvassed their recent “graduates” to participate in the study. A total of 54 participant telephone interviews were transcribed and inductively analyzed.FindingsDespite the range of leadership development programs attended, participants were consistent in their enthusiasm for the uptake of leadership knowledge, and the organizations for which they worked were largely consistent in their facilitation of the participants' leadership efforts when they returned to work. Organizational factors that support or impede the practice of effective leadership, and strategies to facilitate supportive organizational responses to aspiring leaders, were identified.Research limitations/implicationsThis study cites benefits realized by health care organizations when participants of leadership development programs return to their workplaces; such benefits are based on the participants' self‐report only. Future research could gain third‐party corroboration concerning specific organizational impacts related to employees attending leadership development programs.Practical implicationsThere are many practices organizations can implement to ensure that full value is realized from employees who have attended leadership development programs. This study provides organizations with qualitative evidence of what supports and hinders employees in practicing newly learned leadership behaviors.Originality/valueLittle qualitative research exists that provides an overview of the workplace leadership experiences of individuals after taking leadership development programs.

In this article we describe a unique qualitative research design in which we used our own lived experiences as the basis for understanding theories of the self. Our purpose in this study was to (a) broaden current understandings of self theory, (b) juxtapose theories of the self with lived experiences of selfhood, and (c) use these new understandings to inform health care practice. The participants were four Canadian middle-aged female academic and health care practitioners. We conducted unstructured, open-ended interviews. Through a collaborative, interpretive process, four recurring themes emerged from the women's narratives: struggling for authenticity, inner knowing, changing over time, and the contextual self. We address the need for practitioners to understand theories of the self--their own and their clients--and how these theories impact their clinical practice.