S.J. Lieff is professor, Department of Psychiatry, Faculty of Medicine, University of Toronto, and director of academic leadership development, Centre for Faculty Development, St. Michaels Hospital and Faculty of Medicine, Toronto, Ontario, Canada.
L. Baker is assistant professor, Department of Psychiatry, Faculty of Medicine, University of Toronto, and scientist and lead educator-researcher, Li Ka Shing Knowledge Institute and Centre for Faculty Development, St. Michael's Hospital, Toronto, Ontario, Canada.
Acad Med. 2020 Oct;95(10):1570-1577. doi: 10.1097/ACM.0000000000003177.
Networking is essential to leadership effectiveness in the business context. Yet little is known about leadership networking within the academic health science context. If we are going to train academic leaders, we must first understand the relational, network-based activities of their work. The purpose of this study was to explore how academic health science leaders engage in networking activities in the academic health science context.
A constructivist grounded theory approach guided our study. The authors interviewed 24 academic health science leaders who were enrolled in the New and Evolving Academic Leadership program at the University of Toronto and used social network mapping as an elicitation method. Interviews, which were conducted between September 2014 and June 2015, explored participants' networks and networking activities. Constant comparative analysis was used to analyze the interviews, with attention paid to identifying key networking activities.
Academic health science leaders were found to engage in 4 types of networking activities: role bound, project based, goal/vision informed, and opportunity driven. These 4 types were influenced by participants' conception of their role and their perceived leadership work context, which in turn influenced their sense of agency.
The networking activities identified in this study of academic health science leaders resonate with effective networking activities found in other fields. The findings highlight that these activities can be facilitated by focusing on leaders' perceptions about role and work context. Leadership development should thus attend to these perceptions to encourage effective networking skills.
在商业环境中，建立人际网络对于领导力的有效性至关重要。然而，在学术健康科学领域，我们对领导力的人际网络关系知之甚少。如果我们要培养学术领袖，就必须首先了解他们工作中的关系网络活动。本研究旨在探讨学术健康科学领域的领导者如何参与网络活动。
本研究采用建构主义扎根理论方法。作者采访了 24 名参加多伦多大学新出现的学术领导力课程的学术健康科学领导者，并使用社交网络映射作为启发式方法。2014 年 9 月至 2015 年 6 月期间进行的访谈探讨了参与者的网络和网络活动。使用恒比分析对访谈进行分析，重点关注识别关键的网络活动。
研究发现，学术健康科学领导者从事 4 种类型的网络活动：基于角色的、基于项目的、基于目标/愿景的和机会驱动的。这 4 种类型受到参与者对角色的概念和他们感知的领导工作环境的影响，而这些又反过来影响他们的代理感。
本研究中确定的学术健康科学领导者的网络活动与其他领域中发现的有效网络活动相呼应。研究结果表明，通过关注领导者对角色和工作环境的看法，可以促进这些活动。因此，领导力发展应该关注这些观点，以鼓励有效的网络技能。
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