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| Type | Journal Article |
| Scope | Discipline-based scholarship |
| Title | Motivating doctors into leadership and management: a cross-sectional survey |
| Organization Unit | |
| Authors |
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| Item Subtype | Original Work |
| Refereed | Yes |
| Status | Published in final form |
| Language |
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| Journal Title | BMJ Leader |
| Publisher | BMJ Publishing Group |
| Geographical Reach | international |
| ISSN | 2398-631X |
| Volume | 4 |
| Number | 4 |
| Page Range | 196 - 200 |
| Date | 2020 |
| Abstract Text | Purpose: Calls for doctors to enter management are louder as the benefits of medical leadership become clearer. But supply is not meeting demand. This study asks doctors (physicians): what might encourage you to go into leadership, and what are the disincentives? The same was asked about leadership training. First, the paper attempts to understand doctors’ motivation to lead, specifically, to explore the job characteristics that might act as incentives and disincentives. Second, the study points to organisational obstacles that further shrink the medical leadership pipeline. Method: Doctors were surveyed through the Organization of Danish Medical Societies. Our key variables included: 1) the incentives and disincentives for doctors of going into leadership and management; 2) the motivation to participate in leadership training. Our sample of 3534 doctors (17% response) is representative of the population of doctors in Denmark. Findings: The main reason why doctors are motived towards leadership is to make a difference. They are put off by fears of extra administration, longer hours, burnout, lack of resources, and by organisational cultures resistant to change. But doctors are aware of their need for leadership development, prior to entering management. Practical implications: Health systems should adapt to reflect the motivations and incentives of their potential medical and clinical leaders to improve their succession planning. Appropriate leadership training is also essential. These changes are especially important now. Medical leadership has been linked positively to organisational and patient outcomes and has been central in responding to the COVID-19 pandemic. Stress and burnout among clinical staff continue to rise, and health systems face recruitment and retention challenges. |
| Digital Object Identifier | 10.1136/leader-2019-000181 |
| Other Identification Number | merlin-id:19717 |
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| Additional Information | Fulltext via http://dx.doi.org/10.1136/leader-2019-000181 |