Palmer Megan, Hoffmann-Longtin Krista, Walvoord Emily, Bogdewic Stephen P, Dankoski Mary E
Dr. Palmer is assistant professor, Department of Emergency Medicine, vice chair for education, and assistant dean for faculty affairs and professional development, Indiana University School of Medicine, and assistant professor, Department of Educational Leadership & Policy Studies, Indiana University School of Education, Indianapolis, Indiana. Dr. Hoffmann-Longtin is director, Programs and Evaluation, Office of Faculty Affairs and Professional Development, Indiana University School of Medicine, Indianapolis, Indiana. Dr. Walvoord is associate clinical professor, Department of Pediatrics, and assistant dean, Faculty Affairs and Professional Development, Indiana University School of Medicine, Indianapolis, Indiana. Dr. Bogdewic is professor, Department of Family Medicine, and executive vice dean, Indiana University School of Medicine, Indianapolis, Indiana. Dr. Dankoski is executive associate dean, Faculty Affairs and Professional Development, vice chair, Faculty and Academic Affairs, Department of Family Medicine, Lester D. Bibler Scholar, and associate professor, Indiana University School of Medicine, Indianapolis, Indiana.
Acad Med. 2015 Apr;90(4):425-30. doi: 10.1097/ACM.0000000000000647.
Academic health centers (AHCs) are under unprecedented pressure, making strong leadership during these challenging times critical. Department chairs have tremendous influence in their AHCs, yet data indicate that--despite outstanding academic credentials--they are often underprepared to take on these important leadership roles. The authors sought to improve the approach to recruiting, developing, and giving feedback to department chairs at their institution, the Indiana University School of Medicine (IUSM), by reorganizing these processes around six key leadership competencies: leadership and team development, performance and talent management, vision and strategic planning, emotional intelligence, communication skills, and commitment to the tripartite mission. Over a two-year period (2009-2011), IUSM faculty and administrators developed standardized recruitment procedures to assess potential chairs based on the six leadership domains, and searches are now streamlined through centralized staff support in the dean's office. Additionally, IUSM offers a chair development series to support learning around these leadership competencies and to meet the stated professional development needs of the chairs. Finally, chairs receive structured feedback regarding their leadership (among other considerations) through two different assessment instruments, IUSM's Department Chair 360° Leadership Survey and IUSM's Faculty Vitality Survey--both of which the dean reviews annually. Strategically attending to the way that chairs are selected, developed, and given feedback has tremendous potential to increase the success of chairs and, in turn, to constructively shape the culture of AHCs.
学术健康中心（AHCs）正面临前所未有的压力，因此在这些充满挑战的时期，强有力的领导至关重要。系主任在其所在的学术健康中心具有巨大影响力，但数据表明，尽管他们拥有出色的学术资质，但往往没有做好充分准备来承担这些重要的领导角色。作者试图通过围绕六项关键领导能力重新组织招聘、培养和向印第安纳大学医学院（IUSM）的系主任提供反馈的流程，来改进其所在机构的相关方法，这六项能力包括：领导与团队发展、绩效与人才管理、愿景与战略规划、情商、沟通技巧以及对三方使命的承诺。在两年时间（2009 - 2011年）里，IUSM的教师和管理人员制定了标准化的招聘程序，以根据这六个领导领域评估潜在的系主任，现在通过院长办公室的集中工作人员支持，招聘流程得到了简化。此外，IUSM提供了一系列系主任发展课程，以支持围绕这些领导能力的学习，并满足系主任明确提出的职业发展需求。最后，系主任通过两种不同的评估工具——IUSM的系主任360°领导力调查和IUSM的教师活力调查，获得关于其领导力（以及其他方面）的结构化反馈，院长每年都会对这两项调查进行审查。从战略上关注系主任的选拔、培养和反馈方式，对于提高系主任的成功率具有巨大潜力，进而对学术健康中心的文化产生积极影响。
