Evidence-based leadership development for physicians: A systematic literature review

Abstract

Interest in leadership development in healthcare is substantial. Yet it remains unclear which interventions are most reliably associated with positive outcomes. We focus on the important area of physician leadership development in a systematic literature review of the latest research from 2007 -2016. The paper applies a validated instrument used for medical education, MERSQI, to the included studies. Ours is the first review in this research area to create a tiered rating system to assess the best available evidence. We concentrate on findings from papers in the highly-rated categories. First, our review concludes that improvements in individual-level outcomes can be achieved (e.g. knowledge, motivation, skills, and behavior change). Second, development programs can substantially improve organizational and clinical outcomes. Third, some of the most effective interventions include: workshops, videotaped simulations, multisource feedback (MSF), coaching, action learning, and mentoring. Fourth, the evidence suggests that objective outcome data should be collected at baseline, end of program, and retrospectively. An outcomes-based approach appears to be the most effective design of programs. We also make recommendations for future research and practice.

Evidence-based medical leadership development: a systematic review

“…1 7-10 12-15 There has been a particular lack of research and evaluation that goes beyond individual learner feedback and subjective outcomes. [6][7][8][9] One systematic review of 45 studies evaluating leadership development interventions for doctors found that effective interventions were characterised by the use of multiple learning methods, including seminars and group work, alongside action learning projects in multidisciplinary teams. 8 These findings were echoed in a recent study by Geerts et al, 9 who emphasised that plans need to be in place for transferring learning from the intervention into the working environment.…”

Leadership proficiency in surgery: lessons from the COVID-19 pandemic

“…9 It is also important to devise a program evaluation framework that assesses changes in outcomes, including selfreported leadership behaviour, organizational impact and benefit to patient outcomes. 12 Other key factors include collecting objective and quantitative data using external raters and comparing participants' performance to those in a control group or a nonintervention population. These data should be collected at baseline, at the end of the intervention, and retrospectively to assess the relative and sustained changes in key outcomes.…”

Leading through the ‘new normality’ of health care

“…36,37 Without any claim for exhaustiveness, hereafter only those attributes that distinguish great clinical leaders from good ones are highlighted. 38,39 What really makes a difference seems to be their capacity to sustain the effort to develop an organizational culture of excellence. A culture which is based on: Proactive posture : issues need to be addressed before they turn into problems.…”