From the Inside Out: The Engagement of Physicians as Leaders in Health Care Settings

Abstract

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.

Planning for interprofessional change in primary health care: exploring the use of the Interprofessional Resource Centre

“…This may indicate that physician leadership is desired during interprofessional change; however, it may not be enacted at the practice level. Researchers, exploring the role of physicians as practice change leaders, found that for the physician-leader role to be successful, it needs to be recognized formally and supported through mentoring, networking, education, and training 22–24. Since buy-in and leadership by physicians have been identified as important in interprofessional change within this project, it is suggested that FHTs and LHINs address this issue.…”

Intensivist Time Allocation: Economic and Ethical Issues Surrounding How Intensivists Use Their Time

“…72 Although a discussion of quality improvement techniques and strategies in health care is outside the scope of the current paper, there is broad consensus that physician engagement is a key component of successful quality improvement, and that physician engagement (or the lack thereof) remains a major barrier to quality improvement. [73][74][75][76][77] In this section, we address a particular question of intensivist time allocation: should an intensivist see more patients, or should the intensivist participate in quality improvement activities that benefit all patients in the ICU? To examine this issue, a very simple simulation that is essentially a thought experiment can illustrate how strongly the current fee-for-service reimbursement structure incentivizes intensivists to actively avoid participating in quality improvement activities.…”

Work Engagement von Krankenhausärzten: Welche Rolle spielen Sozialkapital und Persönlichkeitseigenschaften?

“…Dieser Befund bekräftigt vorherige quantitative [ 7 ] und qualitative [ 53 , 54 ] Forschungsergebnisse. Nach Snell [ 53 ] stellt das unmittelbare Arbeitsumfeld einen Schlüsselindikator dar, um Engagement und gesundheitliches Wohlbefi nden aufrechtzuerhalten. Ein hoch eingeschätztes Sozialkapital birgt das Potenzial, kognitiv-aff ektive Zustände positiv zu beeinfl ussen.…”

“…Maßnahmen könnten z. B. Mentorenprogramme und Schulungen von Ärzten in leitenden Positionen beinhalten[ 53 ] und im Rahmen des Qualitätsmanagements evaluiert werden[ 67 ] .Die vorliegende Studie wurde durch das Projekt "Begleitende Versorgungsforschung im Rahmen der Einführung von Brustzentren in Nordrhein-Westfalen" (EBRU II) ermöglicht und vom Landeszentrum Gesundheit Nordrhein-Westfalen (ehemals Strategiezentrum Gesundheit Nordrhein-Westfalen) unterstützt. Wir danken allen Mitarbeitern der teilnehmenden Krankenhäuser für Ihre Unterstützung.…”