Health care leadership development and training: progress and pitfalls (original) (raw)
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Professional development and leadership training opportunities for healthcare professionals
The American Journal of Surgery, 2013
BACKGROUND: Formal leadership training is a relatively recent addition to the educational armamentarium of the health care executive. Leadership training opportunities for physicians, surgeons, and scientists have gradually appeared over the past 15 to 20 years, but information about them has been scant, with few comprehensive reviews made available to the community at large. This article describes the major opportunities available to obtain formal and informal leadership training for careers in medical school administration. Programs that are specifically targeted to women are described in detail.
Objectives: To elaborate the desired qualities, traits, and styles of physician’s leadership with a deep insight into the recommended measures to inculcate leadership skills in physicians. Methods: The databases of MEDLINE, EMBASE, CINAHL, and the Cochrane Library were searched for the full-text English-language articles published during the period 2000-2015. Further search, including manual search of grey literature, was conducted from the bibliographic list of all included articles. Medical Subject Headings (MeSH) keywords “Leadership” AND “Leadership traits” AND “Leadership styles” AND “Physicians’ leadership” AND “Tomorrow’s doctors” were used for the literature search. This search followed a step-wise approach defined by the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA). The retrieved bibliographic list was analyzed and non-relevant material such as abstracts, conference proceedings, letters to editor, and short communications were excluded. Finally, 21 articles were selected for this review. Results: The literature search showed a number of leadership courses and formal training programs that can transform doctors to physician leaders. Leaders can inculcate confidence by integrating diverse views and listening; supporting skillful conversations through dialogue and helping others assess their influence and expertise. In addition to their clinical competence, physician leaders need to acquire the industry knowledge (clinical processes, health-care trends, budget), problemsolving skills, and emotional intelligence. Conclusion: This review emphasizes the need for embedding formal leadership courses in the medical curricula for fostering tomorrow doctors’ leadership and organizational skills. The in-house and off-campus training programs and workshops should be arranged for grooming the potential candidates for effective leadership.
Training of leadership skills in medical education
GMS Zeitschrift für medizinische Ausbildung, 2013
Effective team performance is essential in the delivery of high-quality health-care. Leadership skills therefore are an important part of physicians' everyday clinical life. To date, the development of leadership skills are underrepresented in medical curricula. Appropriate training methods for equipping doctors with these leadership skills are highly desirable. The review aims to summarize the findings in the current literature regarding training in leadership skills in medicine and tries to integrate the findings to guide future research and training development. The PubMED, ERIC, and PsycArticles, PsycINFO, PSYNDEX and Academic search complete of EBSCOhost were searched for training of leadership skills in medicine in German and English. Relevant articles were identified and findings were integrated and consolidated regarding the leadership principles, target group of training and number of participants, temporal resources of the training, training content and methods, the ev...
Leadership in Health Services, 2009
Purpose – The purpose of this article is to study the impact of two leadership programmes for healthcare managers regarding their attitudes to, and views on, their leadership. Design/methodology/approach – A total of 53 managers participated in two different leadership programmes i.e. one-week (OW-DGL) intensive leadership course and long-term support groups. Of those, 39 (74 per cent) responded to the
Leadership Training in Medicine-12 Years of Experience From the Feagin Leadership Program
Military medicine, 2021
INTRODUCTION Increasingly, physicians find themselves in demanding leadership positions. However, leadership education for medical trainees remains lacking with most physicians reporting that they are ill-equipped to tackle the challenges of leadership. Here, we set out to describe the Feagin Leadership Program (FLP) and assess its reception and impact on trainees over the past 12 years. MATERIALS AND METHODS During the 1-year FLP, selected scholars from Duke University, Wake Forest University, and the University of North Carolina participate in five leadership sessions, individual coaching, a leadership forum, and a multidisciplinary team-based capstone project. A 28-question survey with six optional free-response questions was distributed to the Feagin Alumni Network, and descriptive statistics were assessed. RESULTS Since its founding, 212 scholars have graduated from the FLP and 117 (55%) alumni have gone on to surgical specialties. A survey was distributed among all Feagin alum...
Medical and Healthcare leadership A training course (ISBN: 978-3-659-85373-9)
LAP Lambert Academic Publishing, 2016
It has been widely recognized that effective leadership is essential for healthcare organizations and healthcare systems to provide high quality care and financial success. It has been realized that the quality of leadership is crucial to how work gets done in an organization. People who are managing healthcare organizations and healthcare systems need leadership ability and skills because they depend on their employees for effective work execution. The lack of adequate understanding of the essentials of medical leadership and healthcare leadership may make healthcare professionals and doctors who are not having obvious managerial responsibilities unable to take leadership roles in medicine and healthcare resulting in the creation of a gap between them and the managers. The aim of this book is to describe an accredited training course entitled Medical and Healthcare Leadership which will serve as a compendium and a useful guidebook for professional trainers working in this field. The knowledge and skills acquired during the course will help the participants to think and work to improve the medical practices and health services in their organizations and institutions.
Leadership for Health Professionals
The characteristics of health systems and organizations are unique and that warrant a tailored approach. The leadership and managerial role of a health professional is more important in today's world of globalization, digital technology, advancement in communication, health being demanded as human right and warranted practice based on evidences. The good thing about leadership is that it can be learned. Many in-service courses have been introduced in some programs and are being offered by many institutions. We need a government led comprehensive approach to strengthen these skills essentially by doing three things. Leadership development is not done solely to improve the leadership skills of one individual but is an essential component of the development of the organization as a whole. Progressive health systems that invest in leadership development for the entire senior management team will have the more significant return on investment in terms of organizational effectiveness.
Preparing leaders in health professions education
Medical Teacher, 2014
In the past 15 years, the number of Master's degree programs in Health Professions Education (MHPE) has grown from 7 to 121 programs worldwide. New MHPE programs continue to be developed each year, due to increased demand for individuals with specialized knowledge concerning how to best educate future health professionals. During the 2012 Association of Medical Education in Europe (AMEE) meeting in Lyon, France, a symposium was organized to explore the reasons for the proliferation of MHPE programs worldwide. In particular, the issues explored included the need for such programs, their outcomes in developing education leaders and scholars in HPE, and facilitators, barriers and models for initiating such programs. This paper synthesizes the discussion during this symposium. Some of the reasons for enrolling in a Master's degree program in HPE include the formal credential, knowledge of a number of theories and frameworks, new approaches to problems and ways of thinking, the mentored project, and networking and working with faculty and students. The uniqueness of being a trainee in an MHPE program is the immersion in the medical education environment and the assimilation of a new approach to scholarship and a new approach to leadership.
Family practice management, 2003
F amily medicine is changing the face of health care in America and, with it, the future of medicine. For many in the family practice movement, the establishment of this new specialty and its institutionalization in the academic environment is nothing short of a grand cause. A healthy supply of competent leaders is necessary to propel an endeavor as far-reaching and multifaceted as the development of a medical discipline. Family physicians with the appropriate skills will be called on to guide student groups, residency programs, hospital departments, managed care organizations, university departments, professional groups and political organizations in building the stature of family medicine. Such roles can seem daunting to men and women for whom the word leader conjures up images of charismatic historical figuresthe Teddy Roosevelts or Martin Luther Kings of this world. Actually, most leaders are made, not born. As former President Dwight D. Eisenhower told his son, "The one quality that can develop by studious reflection and practice is the leadership of men." Not only is successful leadership attainable, but attainment involves an exciting process of inner growth. Understanding and practicing the