Building Physician Capacity for Transformational Leadership

Vimr, Mark A.; Thompson, Gail G.

doi:10.1016/j.hcmf.2011.01.004

Cited by 6 publications

(4 citation statements)

References 11 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Sambunjak et al 83 have recently reviewed the impact of leadership training programs in academic medical centers. Additional programs that have reported on their success include Boston Children's Hospital, 84 the University of Virginia, 85 the Cleveland Clinic (including a summary of outcomes after 14 years of leadership program operation), 86,87 the Mayo Clinic, 88 the University of Nebraska's Administrative Colloquium, 89 St Joseph's Hospital in Toronto, 90 and the Columbus Children's Hospital. 91 A fuller description of the curriculum and format for 1 such program is available from the Cleveland Clinic's Leading in Health Care course.…”

Section: Leadership Development Practices and Models Of Ei Varymentioning

confidence: 99%

A Systematic Review of Physician Leadership and Emotional Intelligence

Mintz¹,

Stoller²

2014

Journal of Graduate Medical Education

117

View full text Add to dashboard Cite

Objective This review evaluates the current understanding of emotional intelligence (EI) and physician leadership, exploring key themes and areas for future research. Literature Search We searched the literature using PubMed, Google Scholar, and Business Source Complete for articles published between 1990 and 2012. Search terms included physician and leadership, emotional intelligence, organizational behavior, and organizational development. All abstracts were reviewed. Full articles were evaluated if they addressed the connection between EI and physician leadership. Articles were included if they focused on physicians or physicians-in-training and discussed interventions or recommendations. Appraisal and Synthesis We assessed articles for conceptual rigor, study design, and measurement quality. A thematic analysis categorized the main themes and findings of the articles. Results The search produced 3713 abstracts, of which 437 full articles were read and 144 were included in this review. Three themes were identified: (1) EI is broadly endorsed as a leadership development strategy across providers and settings; (2) models of EI and leadership development practices vary widely; and (3) EI is considered relevant throughout medical education and practice. Limitations of the literature were that most reports were expert opinion or observational and studies used several different tools for measuring EI. Conclusions EI is widely endorsed as a component of curricula for developing physician leaders. Research comparing practice models and measurement tools will critically advance understanding about how to develop and nurture EI to enhance leadership skills in physicians throughout their careers.

show abstract

Section: Leadership Development Practices and Models Of Ei Varymentioning

confidence: 99%

A Systematic Review of Physician Leadership and Emotional Intelligence

Mintz¹,

Stoller²

2014

Journal of Graduate Medical Education

117

View full text Add to dashboard Cite

show abstract

“…Numerous researchers have evaluated training in transformative leadership in hospital contexts. In the study by Vimr and Thompson (2011), researchers stated that the need for training on transformational leadership in healthcare originated from the fact that most of the physicians were ill-prepared and had little formal training in their leadership responsibilities. Based on the excellent results from the program, it was further advised that training on transformational leadership encompassed critical qualities such as accountability, teamwork and personal development (Vimr & Thompson, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

Towards understanding the influence of innovative work behavior on healthcare organizations’ performance: the mediating role of transformational leaders

Alshahrani

Al-Jayyousi

Aldhmour

et al. 2023

AGJSR

View full text Add to dashboard Cite

PurposeThe study's aims are to identify healthcare innovation variables, explore innovative work behavior’s (IWB's) influence on Saudi health sector companies and evaluate the mediating function of transformational leadership in the link between IWB and healthcare organizations. In this backdrop, the purpose of the current research was to investigate the impact of creative work behavior on organizational performance and the role of transformational leadership in this process.Design/methodology/approachThe objective of this quantitative cross-sectional study was to examine, according to 587 participants, the perceived elements of creative work behavior (RQ1). In various 10 departments of the 5 Dammam Health Network (DHN) in the Eastern Province of Saudi Arabia, online questionnaires were used to collect data. SmartPLS 3 software was used to analyze the data.FindingsThe findings indicated that healthcare professionals perceive the elements of autonomy, competence, relatedness, motivation and knowledge sharing as key features that influence high efficiency in organizational efficiency (p < 0.001). IWB also had a significant and direct positive influence on organizational performance (p < 0.001). Transformational leadership behavior had an insignificant negative effect on employees’ task performance when considering organizational performance (P = 0.122). Therefore, the mediation role did not affect the relationship with IWB concerning employees’ task performance, suggesting that transformational leadership behaviors did not have a mediating effect on the effectiveness of employees’ task performance.Originality/valueThis article contains original analysis and interpretation highlighting integrating IWB and transformational leadership into Saudi Arabia's national healthcare system that can help address specific difficulties facing healthcare practitioners.

show abstract

“…At the same time, increased focus is being placed on physician leaders. In their clinical capacity, physicians are well-positioned to contribute substantively to health-care transformation of a sustained and potentially more affordable, publicly funded patient-centred model (Vimr and Thompson, 2011; Goodall, 2011; Scheck McAlearney et al , 2005). While it is recognized that physician leaders add value to health-care management, only a minority of health-care organizations have acted on this, although those that have cite benefits to performance, bottom-line accountability and patient-focused care.…”

Section: Introductionmentioning

confidence: 99%

“…Developing physician capacity to lead may be viewed as a way to improve patient care, reduce costs and strengthen strained relationships between hospitals and physicians. Fostering leadership and increasing the opportunities for physicians to be involved in organizational decision-making can lead to decreased turnover and improved ability to deliver on strategy (Misra-Hebert et al , 2004; Vimr and Thompson, 2011).…”

Section: Introductionmentioning

confidence: 99%

Can complexity science inform physician leadership development?

Grady

2016

LHS

View full text Add to dashboard Cite

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.

show abstract

Building Physician Capacity for Transformational Leadership

Cited by 6 publications

References 11 publications

A Systematic Review of Physician Leadership and Emotional Intelligence

A Systematic Review of Physician Leadership and Emotional Intelligence

Towards understanding the influence of innovative work behavior on healthcare organizations’ performance: the mediating role of transformational leaders

Can complexity science inform physician leadership development?

Contact Info

Product

Resources

About