Leadership development for early career doctors

Coltart, Cordelia E M; Cheung, Ronny; Ardolino, A; Bray, Ben; Rocos, Brett; Bailey, Alex; Bethune, Rob; Butler, John J.; Docherty, Mary; Drysdale, Kate; Fayaz, Alan; Greaves, Felix; Hafferty, Jonathan D.; Malik, Aeesha N J; Moolla, Ahmad; Morganstein, Louise; Pathiraja, Fiona; Shah, Aditi; Sleat, Graham; Tang, Vivian; Yardley, Iain; Donaldson, Liam

doi:10.1016/s0140-6736(12)60271-2

Cited by 29 publications

(22 citation statements)

References 5 publications

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“…A lack of formal leadership training at most medical schools and residency programs, coupled with relatively junior faculty in positions of hospital medicine leadership may result in ill-defined expectations and training for leadership positions. 24,35 Leadership skills have been proposed as core competencies for all hospitalists and are reflected in the Pediatric Hospital Medicine Core Competencies. 36 Supporting hospitalists as they move into leadership roles with mentoring, training, and protected time may improve the career satisfaction of both hospitalist leaders and non-leaders.…”

Section: Discussionmentioning

confidence: 99%

Determinants of Career Satisfaction Among Pediatric Hospitalists: A Qualitative Exploration

Leyenaar

Capra

O’Brien

et al. 2014

Academic Pediatrics

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Objectives To characterize determinants of career satisfaction among pediatric hospitalists working in diverse practice settings, and to develop a framework to conceptualize factors influencing career satisfaction. Methods Semi-structured interviews were conducted with community and tertiary care hospitalists, using purposeful sampling to attain maximum response diversity. We employed close- and open-ended questions to assess levels of career satisfaction and its determinants. Interviews were conducted by telephone, recorded, and transcribed verbatim. Emergent themes were identified and analyzed using an inductive approach to qualitative analysis. Results A total of 30 interviews were conducted with community and tertiary care hospitalists, representing 20 hospital medicine programs and 7 Northeastern states. Qualitative analysis yielded 657 excerpts which were coded and categorized into four domains and associated determinants of career satisfaction: (i) professional responsibilities; (ii) hospital medicine program administration; (iii) hospital and healthcare systems; and (iv) career development. While community and tertiary care hospitalists reported similar levels of career satisfaction, they expressed variation in perspectives across these four domains. While the role of hospital medicine program administration was consistently emphasized by all hospitalists, community hospitalists prioritized resource availability, work schedule and clinical responsibilities while tertiary care hospitalists prioritized diversity in non-clinical responsibilities and career development. Conclusions We illustrate how hospitalists in different organizational settings prioritize both consistent and unique determinants of career satisfaction. Given associations between physician satisfaction and healthcare quality, efforts to optimize modifiable factors within this framework, at both community and tertiary care hospitals, may have broad impacts.

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Section: Discussionmentioning

confidence: 99%

Determinants of Career Satisfaction Among Pediatric Hospitalists: A Qualitative Exploration

Leyenaar

Capra

O’Brien

et al. 2014

Academic Pediatrics

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“…Coltart et al suggest that ‘the strong challenge to the medical profession internationally is to move beyond traditional notions of hierarchy and leadership from an elite minority, and begin investing in the leadership attributes of all its future workforce’34 (p. 1849).…”

Section: Discussionmentioning

confidence: 99%

“…Some mention a national ‘style’ that characterises the medical profession, for example, the ‘continental’ versus ‘liberal’ style 32. Others describe the influence of doctors’ autonomy and independence on the level of their engagement in (national) administrative roles 34. However, some describe a gradual shift of doctors’ positions in healthcare and society away from the area of ‘power’ and that the ‘grooming of individuals for executive roles’ is related to the (emergence of) ML 18 34.…”

Section: Definitionmentioning

confidence: 99%

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Review of determinants of national medical leadership development

Keijser

Poorthuis

Tweedie

et al. 2017

leader

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Increasingly, physician engagement in management, quality and innovation is being recognised as vital, requiring ‘medical leadership’ (ML) competencies. Besides numerous local institutional efforts and despite the high level of autonomy of the medical profession and the education of its members, in some countries, national level activities are focusing on developing ML competencies to guide physicians in more effectively engaging in these non-medical activities. Up to this date, little is known about effective strategies and tactics for developing ML on a national level. This study investigates existing literature on determinants and interventions for national ML development. We performed a scoping review and subsequent systematic literature review of published reviews, using PubMed, Scopus, Web of Science, Ovid MEDLINE and Science Direct in search for eligible papers between 2011 and 2016. Full-text versions of 43 papers were studied, and a snowballing method was deployed. Data extraction included grounded theory coding, and synthesis of data was done iteratively during data clinics. Analysis of the seven included papers resulted in five discrete categories of determinants of and 10 distinct interventions relevant to national development of ML approaches. None of the papers reported on any specific phasing of national ML development. Our data suggest that local and national level activities in ML development should consider multifaceted and multilevel approaches, taking into account resistance to change and redesign of institutionalised logics that accompany changing positions and reconstruction of professional identities of physicians.

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“…Gebleken is dat daar waar artsen betrokken zijn bij de organisatie en het management van de zorg, deze zorgsystemen beter functioneren. [31][32][33] Daarom postuleren zij dat we in de toekomst ook artsen zouden moeten opleiden tot 'enlightened change managers', 'verlichte verandermanagers', artsen die verder kunnen denken dan hun eigen vakgebied en instelling, specialisten met een breed maatschappelijk perspectief en een groot maatschappelijk verantwoordelijkheidsgevoel.…”

Section: Figuur 15 Epa's/thema's Opleiding Obstetrie En Gynaecologieunclassified

Modern opleiden: oude wijn in nieuwe zakken?

Smeenk¹

2014

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Leadership development for early career doctors

Cited by 29 publications

References 5 publications

Determinants of Career Satisfaction Among Pediatric Hospitalists: A Qualitative Exploration

Determinants of Career Satisfaction Among Pediatric Hospitalists: A Qualitative Exploration

Review of determinants of national medical leadership development

Modern opleiden: oude wijn in nieuwe zakken?

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