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Coach leadership physician leadership leadership development coaching

Duong M Duc, Anna Bergström, Leif Eriksson, Katarina Selling, Bui Thi Thu Ha, Lars Wallin
BACKGROUND: The recently developed Context Assessment for Community Health (COACH) tool aims to measure aspects of the local healthcare context perceived to influence knowledge translation in low- and middle-income countries. The tool measures eight dimensions (organizational resources, community engagement, monitoring services for action, sources of knowledge, commitment to work, work culture, leadership, and informal payment) through 49 items. OBJECTIVE: The study aimed to explore the understanding and stability of the COACH tool among health providers in Vietnam...
2016: Global Health Action
Nico F Leenstra, Oliver C Jung, Addie Johnson, Klaus W Wendt, Jaap E Tulleken
PURPOSE: Good leadership is essential for optimal trauma team performance, and targeted training of leadership skills is necessary to achieve such leadership proficiency. To address the need for a taxonomy of leadership skills that specifies the skill components to be learned and the behaviors by which they can be assessed across the five phases of trauma care, the authors developed the Taxonomy of Trauma Leadership Skills (TTLS). METHOD: Critical incident interviews were conducted with trauma team leaders and members from different specialties-emergency physicians, trauma surgeons, anesthesiologists, and emergency ward nurses-at three teaching hospitals in the Netherlands during January-June 2013...
February 2016: Academic Medicine: Journal of the Association of American Medical Colleges
Anna Bergström, Sarah Skeen, Duong M Duc, Elmer Zelaya Blandon, Carole Estabrooks, Petter Gustavsson, Dinh Thi Phuong Hoa, Carina Källestål, Mats Målqvist, Nguyen Thu Nga, Lars-Åke Persson, Jesmin Pervin, Stefan Peterson, Anisur Rahman, Katarina Selling, Janet E Squires, Mark Tomlinson, Peter Waiswa, Lars Wallin
BACKGROUND: The gap between what is known and what is practiced results in health service users not benefitting from advances in healthcare, and in unnecessary costs. A supportive context is considered a key element for successful implementation of evidence-based practices (EBP). There were no tools available for the systematic mapping of aspects of organizational context influencing the implementation of EBPs in low- and middle-income countries (LMICs). Thus, this project aimed to develop and psychometrically validate a tool for this purpose...
2015: Implementation Science: IS
Lisa Ruth Hirschhorn, Katherine Semrau, Bhala Kodkany, Robyn Churchill, Atul Kapoor, Jonathan Spector, Steve Ringer, Rebecca Firestone, Vishwajeet Kumar, Atul Gawande
BACKGROUND: Pragmatic and adaptive trial designs are increasingly used in quality improvement (QI) interventions to provide the strongest evidence for effective implementation and impact prior to broader scale-up. We previously showed that an on-site coaching intervention focused on the World Health Organization Safe Childbirth Checklist (SCC) improved performance of essential birth practices (EBPs) in one facility in Karnataka, India. We report on the process and outcomes of adapting the intervention prior to larger-scale implementation in a randomized controlled trial in Uttar Pradesh (UP), India...
2015: Implementation Science: IS
Traci N Fraser, Daniel M Blumenthal, Kenneth Bernard, Christiana Iyasere
Internal medicine (IM) physicians, including residents, assume both formal and informal leadership roles that significantly impact clinical and organizational outcomes. However, most internists lack formal leadership training. In 2013 and 2014, we surveyed all rising second-year IM residents at a large northeastern academic medical center about their need for, and preferences regarding, leadership training. Fifty-five of 113 residents (49%) completed the survey. Forty-four residents (80% of respondents) reported a need for additional formal leadership training...
July 2015: Proceedings of the Baylor University Medical Center
James C Blankenship, Barry Feldman, Priyantha Ranaweera, John Dent, Xiaoyan Huang, Sara Singer
Interventional cardiologists act as leaders every time they step into a catheterization laboratory (cath lab), but leadership training is rarely included in cardiology training programs. Cath lab physicians should cultivate and practice effective leadership skills. Specifically, (1) before each procedure assess whether the cath lab team is prepared; (2) delegate authority to trainees and team members when appropriate; (3) use every procedure to improve the performance of team members through teaching, coaching, and mentorship; (4) debrief the team after adverse events; (5) develop the traits, styles, and skills associated with successful leadership; and (6) provide team training for the cath lab team...
June 2015: Journal of Invasive Cardiology
Hedy S Wald
A fundamental goal of medical education is the active, constructive, transformative process of professional identity formation (PIF). Medical educators are thus charged with designing standardized and personalized curricula for guiding, supporting, and challenging learners on the developmental professional identity pathway, including the process of socialization. The author of this Commentary provides an overview of foundational principles and key drivers of PIF supporting the being, relating, and doing the work of a compassionate and competent physician...
June 2015: Academic Medicine: Journal of the Association of American Medical Colleges
Michiel G J S Hageman, David C Ring, Paul J Gregory, Harry E Rubash, Larry Harmon
BACKGROUND: There is evidence that feedback from 360-degree surveys-combined with coaching-can improve physician team performance and quality of patient care. The Physicians Universal Leadership-Teamwork Skills Education (PULSE) 360 is one such survey tool that is used to assess work colleagues' and coworkers' perceptions of a physician's leadership, teamwork, and clinical practice style. The Clinician & Group-Consumer Assessment of Healthcare Providers and System (CG-CAHPS), developed by the US Department of Health and Human Services to serve as the benchmark for quality health care, is a survey tool for patients to provide feedback that is based on their recent experiences with staff and clinicians and soon will be tied to Medicare-based compensation of participating physicians...
May 2015: Clinical Orthopaedics and related Research
Steven E Raper, Andrew S Resnick, Jon B Morris
OBJECTIVES: Surgery residents are expected to demonstrate the ability to communicate with patients, families, and the public in a wide array of settings on a wide variety of issues. One important setting in which residents may be required to communicate with patients is in the disclosure of medical error. This article details one approach to developing a course in the disclosure of medical errors by residents. DESIGN: Before the development of this course, residents had no education in the skills necessary to disclose medical errors to patients...
November 2014: Journal of Surgical Education
Carole M Warde, Michelle Vermillion, Sebastian Uijtdehaage
BACKGROUND AND OBJECTIVES: Many medical trainees seek work among underserved communities but may be unprepared to cope with the challenges. Relationship-centered qualities have been shown to promote physician resilience and prevent burnout. The UCLA-PRIME program aims to prepare medical students to work among vulnerable groups and begins with a 3-week leadership course. We describe this course and share lessons with those seeking to foster leadership, advocacy, and resiliency in our future physician workforce...
June 2014: Family Medicine
Warren E Ross, Karen H C Huang, Greg H Jones
The success of newly recruited medical school department chairs has become increasingly important for achievement of organizational goals. An effective onboarding program for these chairs can greatly facilitate early success, as well as satisfaction of the new hire with the position and the school. Onboarding programs can include traditional orientation items such as payroll signup and parking details, but should focus heavily on sharing organizational structure, culture, and how things get done. The goals of onboarding will be well served by implementation of three roles in the process...
May 2014: Academic Medicine: Journal of the Association of American Medical Colleges
Elizabeth L Travis, Leilani Doty, Deborah L Helitzer
Despite increases in the percentages of women medical school graduates and faculty over the past decade, women physicians and scientists remain underrepresented in academic medicine's highest-level executive positions, known as the "C-suite." The challenges of today and the future require novel approaches and solutions that depend on having diverse leaders. Such diversity has been widely shown to be critical to creating initiatives and solving complex problems such as those facing academic medicine and science...
October 2013: Academic Medicine: Journal of the Association of American Medical Colleges
James K Stoller
Effective leadership is critical for optimizing cost, access, and quality in health care. Creating a pipeline of effective health care leaders requires developing leadership competencies that differ from the usual criteria of clinical and scientific excellence by which physicians have traditionally been promoted to leadership positions. Specific competencies that differentiate effective leaders from average leaders, especially emotional intelligence and its component abilities, are essential for effective leadership...
January 2013: Academic Medicine: Journal of the Association of American Medical Colleges
Daniel Eubank, Dominic Geffken, John Orzano, Rocco Ricci
Health care reform calls for patient-centered medical homes built around whole person care and healing relationships. Efforts to transform primary care practices and deliver these qualities have been challenging. This study describes one Family Medicine residency's efforts to develop an adaptive leadership curriculum and use coaching as a teaching method to address this challenge. We review literature that describes a parallel between the skills underlying such care and those required for adaptive leadership...
September 2012: Families, Systems & Health: the Journal of Collaborative Family Healthcare
M Patrice Eiff, Elaine Waller, Colleen T Fogarty, Susanne Krasovich, Erik Lindbloom, Alan B Douglass, Perry Pugno, Larry A Green, Patricia A Carney
OBJECTIVES: The study's objective was to describe faculty development skills needed for residency redesign in 14 family medicine residencies associated with the Preparing the Personal Physician for Practice (P4) project. METHODS: We used self-administered surveys to assess ratings of existing faculty development efforts and resident attitudes about faculty teaching between 2007 and 2011. Telephone interviews were conducted to assess faculty development activities and needs at baseline...
June 2012: Family Medicine
Claudia Schueller-Weidekamm, Alexandra Kautzky-Willer
BACKGROUND: Female leadership in medicine is still disproportionately small, which might be due to the barriers of combining work and family. OBJECTIVES: The aim of this study was, first, to perform a strengths, weakness, opportunities, and threats (SWOT) analysis and, second, to create a strategic concept for career development. METHODS: In this study, all women in leadership positions in the health care system in Vienna, Austria, with at least 1 child (n = 8), were interviewed about the advantages and disadvantages of gender with regard to career development, the strengths and weaknesses of female leadership, and their work-life balance...
August 2012: Gender Medicine
Yvonne Steinert, Laura Naismith, Karen Mann
BACKGROUND: Due to the increasing complexity of medical education and practice, the preparation of healthcare professionals for leadership roles and responsibilities has become increasingly important. To date, the literature on faculty development designed to promote leadership in medical education has not been reviewed in a systematic fashion. AIM: The objective of this review is to synthesize the existing evidence that addresses the following question: 'What are the effects of faculty development interventions designed to improve leadership abilities on the knowledge, attitudes, and skills of faculty members in medicine and on the institutions in which they work?' METHODS: HASH(0x43f1500) SEARCH STRATEGY: The search, which covered the period 1980-2009, included six databases (Medline, EMBASE, CINAHL, Web of Science, ERIC, and ABI/Inform) and used the following keywords: faculty development; in-service training; doctor; medic; physician; faculty; leadership; management; administration; executive; and change agent...
2012: Medical Teacher
Avinash Patwardhan, Ian Duncan, Patricia Murphy, Cheryl Pegus
The American health care system is concerned about the rise of chronic diseases and related resource challenges. Management of chronic disease traditionally has been provided by physicians and nurses. The growth of the care management industry, in which nurses provide remote telephonic monitoring and coaching, testifies to the increasing need for care management and to the value of nonphysician clinicians. However, this model is challenged by a number of factors, including low enrollment and the growing shortage of nurses...
June 2012: Population Health Management
Jan Hana, Carl Edvard Rudebeck
OBJECTIVE. To explore the personal experiences of and conceptions regarding leading rural primary care in Northern Norway. DESIGN. Qualitative content analysis of focus-group interviews. SETTING. Lead primary care physicians in the three northernmost counties. Subjects. Four groups with 22 out of 88 municipal lead physicians in the region. RESULTS. Three main categories were developed and bound together by an implicit theme. Demands and challenges included the wide leadership span of clinical services and public health, placed in a merged line/board position...
June 2011: Scandinavian Journal of Primary Health Care
Oliver J Warren, Ruth Carnall
Good medical leadership is vital in delivering high-quality healthcare, and yet medical career progression has traditionally seen leadership lack credence in comparison with technical and academic ability. Individual standards have varied, leading to variations in the quality of medical leadership between different organisations and, on occasions, catastrophic lapses in the standard of care provided to patients. These high-profile events, plus increasing evidence linking clinical leadership to performance of units, has led recently to more focus on leadership development for all doctors, starting earlier and continuing throughout their careers...
January 2011: Postgraduate Medical Journal
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