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Weatherhead Doctor of Management Programs
Show moreA theory of behavioral competencies associated with emotional intelligence that influence job performance, was tested in physicians who hold leadership positions in their organization. An emotional intelligence competency ( EIC ) survey ( the ECI-2 ) that measured eighteen competencies distributed among four cluster groups ( self awareness, self management, social awareness, relationship management ) was administered to physician leaders and their supervisors, peers and direct reports. The resulting 360 degree assessment permitted a comparison of the physician leaders self assessment scores with one another and those working closely with them. In addition, independent objective and subjective measures of physician leadership effectiveness were available for comparative evaluation. Eleven of thirty-four physician leaders who volunteered to participate had complete profiles and five others had several surveys submitted. One hundred and two self and other surveys form the basis of this exploratory study. Descriptive statistical analysis revealed results restricted to the upper half of the five point Likert scale. Participating physician leader scores often exceeded mean scores from peers, direct reports and supervisors. Specific EICs clustered at the upper and lower ends of the distribution. However, the results range was sufficiently restricted only relative differences were observed. EIC profile results of outstanding physician leaders ( based on independent performance measures: patient satisfaction, clinical quality and productivity, financial performance, innovation, and conflict management ) did not differ appreciably from typical colleagues when compared using a paired t test. The results of the analysis are discussed and refinements applicable to future studies considered. The association of particular EICs and leadership styles is also addressed in the context of the participating physician leader results.
Doctorate of Management Programs
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Show moreThe study was intended as a pilot to determine the feasibility and utility of using patient and peer survey instruments to assess participating physician inter-personal and communication skills and humanistic qualities. A longer term objective is to provide practicing physicians constructive insights into their communication and inter-personal effectiveness with patients, peers and other members of the care team. The study relied on a secondary database obtained from the study sponsor. Original data was collected from 100 voluntary participating physicians (PP), 1,000 professional peers (10/PP), and 2,500 patients (25/PP) under the care of the participating physicians. Previously validated peer and patient survey instruments were used to collect data. The patient survey contained 10 items selected to assess various inter-personal and communication skills of importance to patients. The peer survey was comprised of 2 factors; one designed to evaluate medical knowledge and clinical management skills and the second humanistic qualities. The results from both surveys were negatively skewed and clustered near the upper end of the relevant Likert scale. Patient satisfaction scores ranged from 4.7 to 4.8 (scale: 1-5) and peer results from 7.7 to 8.1 (scale: 1-9). Pearson product moment correlation analysis revealed multiple significant correlations between items on the peer and patient surveys. Stepwise regression analysis revealed a significant (best=.292; p<.05) influence from the humanistic qualities (peer survey) on overall patient satisfaction scores. The pilot study was successful, demonstrating the utility and feasibility of the survey instruments and the procedure used to enroll participants. Furthermore, it revealed a high degree of correlation between patient and peer satisfaction with the inter-personal and humanistic qualities evidenced by participating physicians and relationships between elements from both surveys. The relevance of these findings and potential improvements that might be adopted in future studies are considered.
Doctorate of Management Programs
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Show moreClinical quality and patient safety are important features of contemporary medical care. Health care organizations and professionals are being urged to make significant improvements in care delivery and care outcomes; including a reduction in the risk of inadvertent patient injury associated with the care process. This study describes an opportunity to observe how a health care system and its professional staff reviewed and revised current clinical quality and patient safety programs. The intent was to better understand the attributes and mental models organizational members brought to this task and to appreciate the influence organizational structure and culture had on the effort. Using observational ethnographic methods and semi-structured interviews native views concerning these subjects and the organization’s efforts to strengthen them were obtained. Structural complexity and ambiguous accountability were prominent emergent themes. Both impeded organizational improvement efforts directed at the topics of interest. The basis for the structural complexity was explored by comparing the subject organization with previously described models of organizational structure. The two organizational elements examined ( a tertiary referral and teaching hospital and an employed multi-specialty medical group ) demonstrated many professional bureaucratic features complemented by machine bureaucratic elements. Structural complexity contributed to the ambiguous accountability observed. A lack of clarity regarding the roles and responsibilities of the clinical departments where care is provided and the quality support departments also contributed to this uncertainty. Another factor, the professional culture associated with the physicians working in the organization, influenced issues of accountability and responsibility. As a group physicians have been ambivalent regarding the adoption of continuous quality improvement methods applied to the clinical care process. While there are several potential explanations for this behavior it is suggested that medical education, with its emphasis on independent decision-making and professional autonomy, may be a contributing factor.
Doctorate of Management Programs
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