Assessment of Leadership Training Needs of Internal Medicine Residents at the Massachusetts General Hospital

Fraser, Traci; Blumenthal, Daniel M.; Bernard, Kenneth; Iyasere, Christiana

doi:10.1080/08998280.2015.11929260

Cited by 25 publications

(34 citation statements)

References 4 publications

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“…In the literature, we found little attention given to the manager role in medical education. We also found little information about the subject in Jordan as well as other developing countries [2,5,12]. A review of international literature revealed that physicians in this role have had little preparation to enable them to perform their role effectively [13][14][15].…”

Section: Introductionmentioning

confidence: 85%

Exploring characteristics and perceptions of private hospital physician managers regarding their management training needs

Al-Momani¹

2018

biomedicalresearch

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Introduction: Recently, the role of physician manager has widely expanded and become more commercially competitive. This study aimed to explore the management characteristics and perceptions of physician managers of private hospitals in Jordan regarding their managerial training needs. Material and methods: Data for this study were collected from a random sample of 227 physicians working in management positions in different health care organisations in the private sector in Amman, Jordan using a self-administered questionnaire. The questionnaire comprising five parts derived from information obtained from other relevant studies to collect demographic and management characteristics of respondents, physicians' management competencies, training needs, reasons for moving to management position, and the preferred learning methods. Results: The findings of study found none of respondents had a formal degree in management of any kind, and none had attended training programmes in management. The participants rated their managerial competencies for all items of six management functions as moderate (mean=3, 43, SD=0.51). The most frequently requested training needs were 'financing management and preparing the annual budget (40.0%), strategic planning and SWOT analysis (23.3%), using information technology and computer skills (8.9%), quality control and writing standards (5.7%), and marketing health services (4.4%). Conclusion: Considering the unique needs of every professional regarding all facets of training programmes as a training competencies needs, and teaching methods expected to scale up the rate of attendance. Respondents of this study admitted that they need further development training programmes.

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Section: Introductionmentioning

confidence: 85%

Exploring characteristics and perceptions of private hospital physician managers regarding their management training needs

Al-Momani¹

2018

biomedicalresearch

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“…17 While high interest levels may facilitate better attendance earlier in the year, it does not guarantee ongoing engagement throughout the year. Consequently, we attribute the success of implementing and sustaining the program, as well as engaging the residents, to strong support for the LDP from both departmental leadership and faculty, along with ongoing resident participation in curriculum development.…”

Section: Discussionmentioning

confidence: 99%

“…The program is designed to help residents develop new leadership skills, cultivate natural leadership abilities, and recognize how effective leadership can improve patient care. Four guiding principles drove its development: all physicians are leaders, 4,5 strong leadership skills make us better physicians and improve patient care, [11][12][13] leadership skills can and should be taught, 3,14 and gaining acceptance of leadership training is a critical first step toward preparing physicians to lead complex, multidisciplinary teams. 15 This article reviews the structure of the program and the feasibility of creating a program that targets all residents.…”

Section: Introductionmentioning

confidence: 99%

Leadership for All: An Internal Medicine Residency Leadership Development Program

Moore

Wininger

Martin

2016

Journal of Graduate Medical Education

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“…In practice, however, many internal medicine residency program leaders believe in the July Effect's existence and have invested resources in combatting it [7]. While most of the interventions are didactic and target new post-graduate year (PGY) 1 residents, [7,8] approximately 60% of programs conduct orientation programs to support rising PGY2 residents transitioning into supervisory roles [7,[9][10][11][12][13][14][15].…”

Section: Introductionmentioning

confidence: 99%

“…Since Wipf and colleagues first published about their transition course for their new PGY2 medicine residents at the University of Washington in 1995 [10], other institutions have replicated or adapted their work to create courses for their rising senior residents [7,[9][10][11][12][13]. In line with prior needs assessments, these orientations typically focus on leadership and teaching skills [9,11,13,14]. Anecdotal evidence hints at the efficacy of rising PGY2 retreats [15] and limited quantitative assessment suggests an improvement in participants' team-building capacity [9], but critically, these retreats have not to date been evaluated through the lens of resident wellness or emotional well-being.…”

Section: Introductionmentioning

confidence: 99%

The ‘July Effect’ in supervisory residents: assessing the emotions of rising internal medicine PGY2 residents and the impact of an orientation retreat

Strohbehn

Levy

Tsao

et al. 2020

Medical Education Online

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2020) The 'July Effect' in supervisory residents: assessing the emotions of rising internal medicine PGY2 residents and the impact of an orientation retreat, Medical Education Online, 25:1, 1728168, ABSTRACT Background: The arrival of new residents brings challenges for residency programs and residents. Many residency programs conduct orientation sessions to help transition rising supervisory residents into their new roles, but no evaluation of their impact on residents' emotional well-being has been performed.Objective: This study assesses the impact of a half-day orientation retreat on rising internal medicine post-graduate year (PGY) 2 residents' emotions toward PGY2 year and their selfconfidence in fulfilling the supervisory resident role. Design: A survey was administered to a class of rising supervisory residents immediately before and after an orientation retreat in May 2017. The survey provided participants an open-ended prompt to describe their emotions toward PGY2 year and a 5-point Likert scale to rate their confidence in fulfilling supervisory resident roles. Differences were assessed using McNemar's exact and Wilcoxon signed-rank tests, respectively. Results: Forty-four of 50 (88%) eligible participants completed pre-and post-intervention Likert scales and 40 of 50 (80%) eligible participants completed corresponding emotion sections. Pre-intervention the most common emotions were anxiety (n = 33, 82.5%) and excitement (n = 32, 80.0%). Post-intervention, participants' fear was reduced (45.0% vs 12.0%; p < 0.001). Participants reported greater confidence that internship prepared them for PGY2 year and understanding of triaging and admitting principles (agree or strongly agree from 65.9% to 84.0% and from 25.0% to 68.2%, respectively; p < 0.005 for improvement by Wilcoxon signed-rank for both). Conclusions: Orientation retreats may be an effective way to reduce fear and demystify the supervisory resident role. ARTICLE HISTORY

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Assessment of Leadership Training Needs of Internal Medicine Residents at the Massachusetts General Hospital

Cited by 25 publications

References 4 publications

Exploring characteristics and perceptions of private hospital physician managers regarding their management training needs

Exploring characteristics and perceptions of private hospital physician managers regarding their management training needs

Leadership for All: An Internal Medicine Residency Leadership Development Program

The ‘July Effect’ in supervisory residents: assessing the emotions of rising internal medicine PGY2 residents and the impact of an orientation retreat

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