Howell Lydia Pleotis, Markwood Priscilla S, Zander Dani S
Department of Pathology and Laboratory Medicine, School of Medicine, University of California, Davis, Sacramento, CA, USA.
Association of Pathology Chairs, Wilmington, DE, USA.
Acad Pathol. 2019 Feb 11;6:2374289519826309. doi: 10.1177/2374289519826309. eCollection 2019 Jan-Dec.
Leadership development and succession planning are critical to ensure continued strength of academic pathology. The Association of Pathology Chairs developed the Pathology Leadership Academy to prepare future academic leaders. The purpose of this report is to describe: (1) Pathology Leadership Academy's development and curriculum, (2) how Pathology Leadership Academy has met leadership development needs for individuals and academic departments in its first 2 years, (3) Pathology Leadership Academy's future directions based on program feedback. Results were analyzed from pre- and postprogram needs assessment surveys of pathology chairs and from evaluations from Pathology Leadership Academy participants in the first 2 years. Pathology Leadership Academy curriculum was developed from topics identified as priorities in the chairs' survey. Twenty-eight (90%) of 31 responding participants were very satisfied/satisfied with Pathology Leadership Academy. Of the 18 responding chairs who sent a participant to Pathology Leadership Academy, 11 (61%) reported that Pathology Leadership Academy met their faculty development goal. Of all responding chairs, 13 (32%) of 41 reported uncertainty as to whether Pathology Leadership Academy is meeting chairs' goals. Chairs reported that Pathology Leadership Academy provided value to their faculty through preparation for a future leadership role, enhancing skills for a current role, and enhancing understanding of opportunities and challenges in academic medicine. Most chairs (27/43, 66%) said Pathology Leadership Academy should be offered again; 13 (32%) of 43 were uncertain, and 1 (2%) of 43 said no. Initial experience of Pathology Leadership Academy is positive and promising and provides opportunity for leadership succession planning in academic pathology. Pathology Leadership Academy will use participant and chair feedback for ongoing curricular development to ensure topics continue to address major needs of academic pathology.
领导力发展和继任计划对于确保学术病理学的持续实力至关重要。病理学主席协会设立了病理学领导力学院，以培养未来的学术领导者。本报告的目的是描述：（1）病理学领导力学院的发展历程和课程设置，（2）病理学领导力学院在其成立的头两年如何满足个人和学术部门的领导力发展需求，（3）基于项目反馈的病理学领导力学院的未来发展方向。对病理学主席项目前后需求评估调查的结果以及头两年病理学领导力学院参与者的评估结果进行了分析。病理学领导力学院的课程是根据主席调查中确定为优先事项的主题制定的。31名回复的参与者中有28名（90%）对病理学领导力学院非常满意/满意。在18名送参与者参加病理学领导力学院的回复主席中，11名（61%）报告称病理学领导力学院达到了他们的教师发展目标。在所有回复的主席中，41名中有13名（32%）表示不确定病理学领导力学院是否实现了主席们的目标。主席们报告说，病理学领导力学院通过为未来领导角色做准备、提升当前角色的技能以及增强对学术医学机遇和挑战的理解，为他们的教师提供了价值。大多数主席（27/43，66%）表示应该再次提供病理学领导力学院；43名中有13名（32%）不确定，43名中有1名（2%）表示不应该。病理学领导力学院的初步经验是积极且有前景的，并为学术病理学的领导力继任计划提供了机会。病理学领导力学院将利用参与者和主席的反馈进行持续的课程开发，以确保主题继续满足学术病理学的主要需求。
