Center for Healthcare Outcomes and Policy, Institute for Healthcare Policy and Innovation, University of Michigan, Ann Arbor.
Center for Healthcare Outcomes and Policy, Institute for Healthcare Policy and Innovation, University of Michigan, Ann Arbor; Department of Surgery, University of Michigan, Ann Arbor; National Clinician Scholars Program at the Institute for Healthcare Policy & Innovation, University of Michigan, Ann Arbor.
Surgery. 2019 Nov;166(5):721-725. doi: 10.1016/j.surg.2019.05.015. Epub 2019 Jul 8.
Although a growing body of literature has focused on the impacts leadership development programs have had on the individual surgeon, little effort has been focused on understanding the impacts these programs have had on surgical culture. The purpose of this study was to explore the impacts of implementing a leadership development program on the culture of the Department of Surgery at University of Michigan, Ann Arbor.
Qualitative interviews were conducted with 14 surgery faculty in the first cohort of a leadership development program at University of Michigan. Using NVivo (version 11.4.3; QSR International, Melbourne, Australia), thematic analysis was used to locate, analyze, and report patterns within the data.
Thematic analysis demonstrated that participation in a leadership development program influenced surgical culture in the following ways: (1) promoted a more participative leadership style, providing tools for surgeons to create a more collaborative environment; (2) increased the culture of diversity, with leaders in the department valuing a more inclusive and wide range of skill sets; and (3) strengthened the collegial environment as evidenced by improved morale and relationships within the department. In addition, several participants expressed difficulty in teasing out what was a direct benefit of a leadership development program versus what could be attributable to other factors, referred to here as the chicken or egg argument.
Almost all participants expressed experiencing at least some change that they believed was related to the leadership development program. This research may provide insight into the broader implications that programs like these have on surgical culture.
尽管越来越多的文献关注领导力发展计划对个体外科医生的影响，但很少有人关注这些计划对外科文化的影响。本研究旨在探讨在密歇根大学安阿伯分校实施领导力发展计划对外科文化的影响。
对密歇根大学领导力发展计划第一期的 14 名外科教员进行了定性访谈。使用 NVivo（版本 11.4.3；QSRI nternational，澳大利亚墨尔本）进行主题分析，以定位、分析和报告数据中的模式。
主题分析表明，参与领导力发展计划对外科文化的影响如下：（1）促进了更具参与性的领导风格，为外科医生提供了创建更协作环境的工具；（2）增加了多样性文化，该部门的领导者重视更具包容性和更广泛的技能组合；（3）加强了同事关系，表现为部门内士气和关系的改善。此外，一些参与者表示难以区分领导力发展计划的直接收益和其他因素的收益，这里称为先有鸡还是先有蛋的争论。
几乎所有参与者都表示至少经历了一些他们认为与领导力发展计划相关的变化。这项研究可能为这些计划对外科文化的更广泛影响提供了一些见解。
