Teaching adaptive leadership to family medicine residents: What? Why? How?

Eubank, Daniel; Geffken, Dominic; Orzano, John; Ricci, Rocco

doi:10.1037/a0029689

Cited by 23 publications

(30 citation statements)

References 38 publications

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“…Several other articles have also proposed continuous training and have described EI as being especially relevant at specific points during the career cycle, 126 particularly during residency. 100,124 On the other hand, some programs have proposed EI training only for faculty.…”

Section: Ei Is Desired and Relevant Throughout Medical Education And mentioning

confidence: 99%

“…34,35,73,[93][94][95] EI has been used as a framework for leadership development in wide-ranging specialty practices [96][97][98] and in primary care. 99,100 A key feature of these interventions is that they were implemented across hospital systems. Programs typically consist of several sessions in addition to supporting materials and staff time dedicated to implementing the skills physicians learn in their educational sessions.…”

Section: Leadership Development Practices and Models Of Ei Varymentioning

confidence: 99%

See 1 more Smart Citation

A Systematic Review of Physician Leadership and Emotional Intelligence

Mintz¹,

Stoller²

2014

Journal of Graduate Medical Education

115

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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.

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Section: Ei Is Desired and Relevant Throughout Medical Education And mentioning

confidence: 99%

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

115

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“…Following the guidance of Turner et al.’s () non‐linear leadership development spectrum tool, we designed a process‐driven training model that included four key initiatives: HR business partners will instruct the front‐line managers on how to conduct holding environments where managers will have safe but meaningful dialogue with their associates about perceived losses (Heifetz et al., ; Northouse, ). HR business partners will stand by as coaches to help the managers with conducting the holding environment meetings (Eubank, Geffken, Orzano, & Ricci, ). After the holding environments have taken place, randomly selected managers and associates will meet with business HR partners to discuss the results and lessons learned (Heifetz et al., ).…”

Section: Leadership Development Spectrum Toolmentioning

confidence: 99%

Leadership Development Spectrum Tool: Applications for Designing Non-Linear Adaptive Leadership Training at an NYSE Financial Services Firm

Schroeder

2017

Perf. Improv.

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Adaptive leadership, a subset of complexity theory, is a process‐centered approach whereby leadership capacities are built across multiple channels in non‐linear ways through different intervals of time. However, most leadership trainings use linear‐based training models that are ill‐suited for developing the leadership skills and capacities needed in today's complex environments. This article shows how to design a non‐linear leadership development training model using a leadership development spectrum tool based on the adaptive leadership theory.

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“…The notion of AL has been used by the medical profession to facilitate new approaches to home-based health care reform (Eubank, Geffken, Orzano & Ricci 2012). It has also been a point of reference for exploring new ways of engaging the public in environmental sustainability issues (Burke 2007).…”

Section: Power and Dialogical Relationships In Community Engagementmentioning

confidence: 99%

Negotiating service learning through community engagement: Adaptive leadership, knowledge, dialogue and power

Preece¹

2016

Educ. as change.

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This article builds on two recent publications (Preece 2013;2013a) concerning the application of asset-based community development and adaptive leadership theories when negotiating university service learning placements with community organisations in one South African province. The first publication introduced the concept of 'adaptive engagement'. The second analysed empirical findings from the first phase of an action research project that endeavoured to take a teamwork approach to service learning placements. This paper reports on the larger, second phase. Different student teams were each tasked with undertaking an activity that had been identified by an NGO as an area of development need. The paper discusses this approach filtering the above-mentioned theories through a Foucauldian lens for analysing power relationships, knowledge and ownership over decision-making. Findings highlight the multi-layered complexity of community engagement, communication and power relations, and the limiting nature of institutional governmentality in terms of student contributions to sustainable community outcomes and university recognition of communitybased knowledge. But the findings also demonstrate the potential for contributing to community change and knowledge sharing when an adaptive leadership approach of clarifying competing goals and values is used alongside respect for community assets of experiential, or subjugated, knowledge.105

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Teaching adaptive leadership to family medicine residents: What? Why? How?

Cited by 23 publications

References 38 publications

A Systematic Review of Physician Leadership and Emotional Intelligence

A Systematic Review of Physician Leadership and Emotional Intelligence

Leadership Development Spectrum Tool: Applications for Designing Non-Linear Adaptive Leadership Training at an NYSE Financial Services Firm

Negotiating service learning through community engagement: Adaptive leadership, knowledge, dialogue and power

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