Building physician managers and leaders: a model

A needs assessment identified leadership, management, and interpersonal skills as training and development areas for hospital's physician executives. Training sessions were developed and occurred quarterly over a two-year period. Development strategies were designed to enhance transfer of learning from the classroom setting and incorporated personalized coaching sessions, development of a peer mentoring program, group redesign of the performance appraisal process, strategic planning, and performance feedback sessions. The comprehensiveness of the approaches taken in this program is critical to successful training and development efforts of physician executives.     

The competitive advantage: strategic thinking for physician leaders

Physician executives should manage their career strategies like a well-run company. Learn how to start thinking aout your career strategy.     

Poll results: doctors' disruptive behavior disturbs physician leaders

Results of ACPE's 2004 Physician Behavior Survey show that physician executives face deep frustrations when forced to tackle the thorny issue of disruptive behavior by fellow physicians.     

No longer a solo practice: how physician leaders lead

The authors conducted a national study to determine the factors associated with the success of physician leaders. They utilized the Leadership Practices Inventory (LPI) and a demographic survey followed by individual interviews with respondents. Data analysis revealed several implications for the selection, training, management, and career development of physician leaders. The results suggest that: Physician leadership training should have a strong focus on the "human side" of management, including negotiation, organizational "politics," conflict resolution, team building, and motivation. Data management and finance should be a focus represented in the curriculum. Mentoring relationships should be developed as an aspiring physician leader pursues a career shift. Self assessment, including an analysis of style, strengths, best potential organizational fit, and specific areas of strength and weakness should be an integral part of the development of an aspiring physician leader. Screening mechanisms to ascertain a physician's motivation to move toward a full-time leadership role should be developed to ensure appropriate intent. To facilitate this implication, more effective assessment tools need to be developed.     

Unethical business practices in U.S. health care alarm physician leaders

Learn the results of ACPE's recent survey on ethical business practices and find out why physician executives are very concerned about the impact unethical behaviors appear to be having on health care.     

How outstanding leaders lead with affect: An examination of charismatic,ideological, and pragmatic leaders

Frameworks for understanding outstanding leadership have flourished in the past decade. Research into the charismatic, ideological, and pragmatic (CIP) model of leadership in particular has examined how leaders develop mental models, frame visions, communicate goals, and utilize political tactics to form relationships with followers and impact society in meaningful ways. However, a discussion of how these types of leaders use emotions and influence tactics to influence followers and affect society is notably absent in the literature. To fill this gap, the current effort focuses on how charismatic, ideological, and pragmatic leaders differ in their use of emotional displays and influence tactics. Results suggest that the emotional displays and influence tactics that leaders use successfully discriminate between CIP leader types and create expected leader styles. Implications of these findings are also discussed.     

The best leaders

Today's movements away from authoritarian leadership emphasizes team development. People are experiencing with a leadership that empowers, rather than a leadership that is, itself, powerful. But how do you become a leader who empowers others? What are the characteristics of "best leaders"? From listening skills to getting feedback and including people in the process of change, effective leaders help others move towards the goal, ultimately thinking, "We did this ourselves."     

How leaders use goals

An organization's goal management process constitutes a hidden and influential infrastructure. Its potential impact on the strategic management orientation and ultimately the future of the enterprise renders it a powerful tool. This article discusses the management of organizational goals, focusing on goal sources and the networks that link them to operational decisions. Since a leader's management style is a significant factor in the goal process the article also addresses the interaction of the two. Specific examples are drawn from such diverse organizations as Campbell Soup, General Electric and the United States Defense Department.     

Physician leaders see eye-to-eye

Late in 1990, the American College of Physician Executives conducted a survey of hospital-based physician executives and chiefs of staff. Each was asked to judge the performance of the other in a wide range of activities. The results show a surprising degree of mutual regard and agreement. The differences, however, are also telling.     

When leaders victimize: The role of charismatic leaders in facilitating group pressures

We present a conceptual model exploring the process by which employees seek out and process information from their social context in response to victimizing behaviors from their leader. In particular, we explore how charismatic leaders with personalized values can facilitate group processes whereby group members pressure the target into conforming. Followers of charismatic leaders have been found to ingratiate themselves with, and revere, their leader. This creates the potential for followers to prematurely comply with destructive behaviors from their leader. Research on social influence is drawn upon to theorize how targets who experience confusion about victimizing behaviors can become particularly susceptible to group pressures to conform. Through our theoretical model, we advance theory on the potential dark side of charismatic leadership, specifically how personalized charismatic leaders may trigger negative consequences for the target, group, and organization. We conclude with theoretical and practical implications and propose avenues for future research.