Journal of General Internal Medicine

, Volume 23, Issue 6, pp 748–754 | Cite as

Exploring Leadership Competencies in Established and Aspiring Physician Leaders: An Interview-based Study

  • Christine A. Taylor
  • Jay C. Taylor
  • James K. Stoller
Original Article

Abstract

Background and Objectives

Academic health care institutions have become interested in understanding and supporting current leaders and preparing leaders for the future. We designed this exploratory study to better understand specific perceived leadership needs of physicians from the perspective of “aspiring” and “established” leaders within our institution.

Design

A qualitative, inductive, structured interview-based design was used to examine the study questions.

Participants

A purposeful sample of current and aspiring leaders was obtained, sampling across specialties and levels of leadership.

Interventions

All participants were interviewed by the same investigator (CT). Five open-ended questions were developed as prompts. Two of the investigators independently analyzed the transcripts, using an open coding method to identify themes within the narratives. Inter-observer comparisons were made and discrepancies were resolved through discussion.

Results

Four themes emerged from analyzing the responses to our questions. Aspiring and established leaders agreed that “knowledge”, “people skills” or emotional intelligence, and “vision” were all characteristics of effective leaders and critical to the success of aspiring leaders. Established leaders in our sample added a characteristic of “organizational orientation” that extended the description of “leaders” to include an understanding of the institution as well as dedication to its success (a trait we have called “organizational altruism”).

Conclusions

Our findings validate others’ regarding leadership competencies while extending these findings to the specific context of health care and physicians. Important implications for curricular design include: inclusion of emotional intelligence competencies and reducing formal didactics in favor of programs that are both interactive and problem-based.

KEY WORDS

leadership competency great leaders organizational success leadership development 

Notes

ACKNOWLEDGMENT

We would like to acknowledge all the CCF faculty who generously participated and provided thoughtful responses to our questions. In addition, we would like to thank Maggie Muszka who transcribed all the wonderful ideas into text for analysis and Sherri White who assisted in the manuscript preparation.

Conflict of Interest

None disclosed.

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Copyright information

© Society of General Internal Medicine 2008

Authors and Affiliations

  • Christine A. Taylor
    • 1
    • 2
  • Jay C. Taylor
    • 3
  • James K. Stoller
    • 4
    • 5
  1. 1.Faculty DevelopmentCleveland Clinic Lerner College of MedicineClevelandUSA
  2. 2.Division of EducationCleveland Clinic Lerner College of MedicineClevelandUSA
  3. 3.Engineering TechnologiesOwens Community CollegeToledoUSA
  4. 4.Division of Medicine, Cleveland Clinic Lerner College of MedicineClevelandUSA
  5. 5.Section of Respiratory Therapy, Department of Pulmonary, Allergy, and Critical Care MedicineCleveland ClinicClevelandUSA

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