Embedding physician leadership development within health organizations

Abstract

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.

Medical engagement and improving quality of care

“…General principles have been outlined here. The recent paper by Snell et al 28 provides a good framework for embedding physician leadership. The new short form of MES also provides a fl exible tool by which organisations can assess progress in their pursuit of medical engagement.…”

Engaging primary care physicians in system change – an interpretive qualitative study in a remote and rural health region in Northern British Columbia, Canada

“…This lack of engagement is critical to address because developing new ways to provide primary care, such as collaborative team approaches, is essential to sustaining an efficient and effective healthcare system 7–10. Physician relationships with healthcare organisations or health authorities provides a fundamental platform to support all other change initiatives 11–13. In a synthesis of the literature and expert panel report on physician engagement and leadership Denis et al 14 identified that much of the literature on engagement was based on managed care models in the USA and that gaps in knowledge existed about how different strategies, aimed at creating environments that support physician engagement, work on the ground in different contexts.…”

Physician leadership development: Evidence-informed design tempered with real-life experience

“…When physicians actively and effectively participate in leadership roles, they can improve healthcare system quality outcomes. [1][2][3][4][5] However, "physicians are trained as professional experts who fulfill a role in direct and immediate patient care" 6 infrequently integrating themselves into administrative structures to improve the "system." 7 Moreover, physicians may encounter challenges in learning to be effective in formal leadership roles due to lack of leadership experience and the preparation that helps develop requisite competencies and skills for management or organizational leadership positions.…”