Table 3 CMOs and supporting evidence
CMO title and description | Studies that provide (partial) evidence |
|---|---|
Acquiring self-insight and people skills (CMO1) If LDPs include constructive feedback on physicians’ personality traits and leadership behavior [C], physicians become more self-aware and acquire insight into the needs and preferences of the people they lead. Accordingly, they adopt a people-oriented leadership style which benefits communication and collaboration [M], and thereby the organization’s culture [O] | [19, 32,33,34,35,36,37, 43,44,45, 47, 54, 57, 58, 61, 62, 64, 67] |
Intentionally building professional networks (CMO2) If LDPs stimulate interaction between program participants [C], physicians build professional networks [M], which may impact the organization’s culture [O1], quality improvement [O2] and the leadership pipeline [O3]. When participants are from the same organization, professional networks seem most effective for realizing organization-level outcomes [C] • Due to building professional networks, physicians gain understanding in the perspectives of others (e.g., administrators, other medical disciplines) and collaborate better [M]. Networks also function as support structures [M], benefitting the organization’s culture [O1] • Professional networks mobilize resources: physicians know where to go for collaborations or when facing challenges [M], leading to more effective quality improvement [O2] • Due to building professional networks, physicians become more visible within the organization and are more likely to be promoted [M], strengthening the organizations’ leadership pipeline [O3] | |
Supporting quality improvement projects (CMO3) If LDPs include well-supported quality improvement projects (i.e., coaching or mentoring (hereafter coaching), project management support, funding, protected time, facilities) endorsed by the organization [C], this allows physicians to create buy-in and be more perseverant when facing challenges [M]. This increases the likelihood of successful implementation of the project and quality improvement [O] Note: by quality improvement projects, we refer to a wide range of LDP projects that cover numerous topics. Project topics include reducing patients' waiting time, enhancing internal communication, more competitive purchasing of medical supplies, reducing unnecessary laboratory testing, and standardizing clinical processes | |
Tailored LDP content prepares physicians (CMO4) If LDPs' content is tailored to physicians' leadership needs and expertise [C], physicians perceive the LDP content as relevant, and the learning experience prepares (i.e., knowledge, skills, attitudes, confidence, self-efficacy, identity as leader) them for current or future leadership roles [M]. They are more willing to assume leadership roles and considered competent, leading to new leadership roles and strengthening the leadership pipeline [O] | [19, 31,32,33,34,35,36,37,38,39, 41, 43, 44, 46, 47, 49, 50, 52, 53, 55, 58, 60,61,62, 66] |
Valuing physician leaders and organizational commitment (CMO5) If LDPs reflect that hospitals value physician leaders by facilitating program participation and taking the program seriously [C], physicians feel appreciated, commit to the organization, and are more willing to adopt new leadership roles [M]. This strengthens the leadership pipeline [O], which seems especially true for underrepresented groups in the organization’s leadership pipeline [C] |