Eloy Jean Anderson, Blake Danielle M, D'Aguillo Christine, Svider Peter F, Folbe Adam J, Baredes Soly
Department of Otolaryngology-Head and Neck Surgery, Rutgers New Jersey Medical School, Newark, New Jersey, USA Department of Neurological Surgery, Rutgers New Jersey Medical School, Newark, New Jersey, USA Center for Skull Base and Pituitary Surgery, Neurological Institute of New Jersey, Rutgers New Jersey Medical School, Newark, New Jersey, USA
Department of Otolaryngology-Head and Neck Surgery, Rutgers New Jersey Medical School, Newark, New Jersey, USA.
Ann Otol Rhinol Laryngol. 2015 Aug;124(8):622-9. doi: 10.1177/0003489415573073. Epub 2015 Feb 23.
This study aimed to characterize current benchmarks for academic otolaryngologists serving in positions of leadership and identify factors potentially associated with promotion to these positions.
Information regarding chairs (or division chiefs), vice chairs, and residency program directors was obtained from faculty listings and organized by degree(s) obtained, academic rank, fellowship training status, sex, and experience. Research productivity was characterized by (a) successful procurement of active grants from the National Institutes of Health and prior grants from the American Academy of Otolaryngology-Head and Neck Surgery Foundation Centralized Otolaryngology Research Efforts program and (b) scholarly impact, as measured by the h-index.
Chairs had the greatest amount of experience (32.4 years) and were the least likely to have multiple degrees, with 75.8% having an MD degree only. Program directors were the most likely to be fellowship trained (84.8%). Women represented 16% of program directors, 3% of chairs, and no vice chairs. Chairs had the highest scholarly impact (as measured by the h-index) and the greatest external grant funding.
This analysis characterizes the current picture of leadership in academic otolaryngology. Chairs, when compared to their vice chair and program director counterparts, had more experience and greater research impact. Women were poorly represented among all academic leadership positions.
本研究旨在描述担任领导职务的学术性耳鼻喉科医生的当前基准，并确定与晋升到这些职位可能相关的因素。
从教员名单中获取有关科主任（或科室主任）、副主任和住院医师培训项目主任的信息，并按获得的学位、学术职称、专科培训状况、性别和经验进行整理。研究生产力的特征在于：（a）成功获得美国国立卫生研究院的现行资助以及美国耳鼻咽喉-头颈外科学会头颈外科基金会集中耳鼻喉科研究项目的先前资助；（b）学术影响力，以h指数衡量。
科主任经验最为丰富（32.4年），拥有多个学位的可能性最小，75.8%的人仅拥有医学博士学位。项目主任接受专科培训的可能性最大（84.8%）。女性占项目主任的16%，占科主任的3%，且没有女性担任副主任。科主任具有最高的学术影响力（以h指数衡量）和最多的外部资助资金。
本分析描绘了学术性耳鼻喉科当前的领导情况。与副主任和项目主任相比，科主任经验更丰富，研究影响力更大。在所有学术领导职位中，女性所占比例较低。
