Abstract
Most physician leaders assume their administrative role based on past achievements but with very little leadership training. In this article, leaders of the Association of Pulmonary, Critical Care, and Sleep Division Directors describe two leadership skills that are often required to effectively lead in a clinical division at an academic or community hospital setting: leading change and negotiation strategy. We adopted our discussion from the business sector and refined the approaches through our own experiences to help division leaders in leading a successful team, whether as a division chief, residency or fellowship program director, or a clinical service director. Leading any change project may include an eight-step process, starting with creating a sense of urgency and completing with anchoring the change to the organizational culture. We then review negotiation strategies, comparing positional bargaining vs principled negotiation, to create more changes and continuing growth for the division. Finally, we discuss the importance of emotional intelligence, exemplary leadership practices, and self-development that the division leader should embrace.
| Original language | English (US) |
|---|---|
| Journal | CHEST |
| DOIs | |
| State | Accepted/In press - Jan 1 2019 |
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Keywords
- leadership
- leading change
- negotiation strategy
ASJC Scopus subject areas
- Pulmonary and Respiratory Medicine
- Critical Care and Intensive Care Medicine
- Cardiology and Cardiovascular Medicine
Cite this
Leading Change and Negotiation Strategies for Division Leaders in Clinical Medicine. / Leadership Working Group of the Association of Pulmonary, Critical Care, and Sleep Division Directors.
In: CHEST, 01.01.2019.Research output: Contribution to journal › Review article
}
TY - JOUR
T1 - Leading Change and Negotiation Strategies for Division Leaders in Clinical Medicine
AU - Leadership Working Group of the Association of Pulmonary, Critical Care, and Sleep Division Directors
AU - Nguyen, Hung Bryant
AU - Thomson, Carey
AU - Jarjour, Nizar N.
AU - Dixon, Anne E.
AU - Liesching, Timothy N.
AU - Schnapp, Lynn M.
AU - Madison, John Mark
AU - Murin, Susan
AU - Glenny, Robb
AU - Kaminski, Naftali
PY - 2019/1/1
Y1 - 2019/1/1
N2 - Most physician leaders assume their administrative role based on past achievements but with very little leadership training. In this article, leaders of the Association of Pulmonary, Critical Care, and Sleep Division Directors describe two leadership skills that are often required to effectively lead in a clinical division at an academic or community hospital setting: leading change and negotiation strategy. We adopted our discussion from the business sector and refined the approaches through our own experiences to help division leaders in leading a successful team, whether as a division chief, residency or fellowship program director, or a clinical service director. Leading any change project may include an eight-step process, starting with creating a sense of urgency and completing with anchoring the change to the organizational culture. We then review negotiation strategies, comparing positional bargaining vs principled negotiation, to create more changes and continuing growth for the division. Finally, we discuss the importance of emotional intelligence, exemplary leadership practices, and self-development that the division leader should embrace.
AB - Most physician leaders assume their administrative role based on past achievements but with very little leadership training. In this article, leaders of the Association of Pulmonary, Critical Care, and Sleep Division Directors describe two leadership skills that are often required to effectively lead in a clinical division at an academic or community hospital setting: leading change and negotiation strategy. We adopted our discussion from the business sector and refined the approaches through our own experiences to help division leaders in leading a successful team, whether as a division chief, residency or fellowship program director, or a clinical service director. Leading any change project may include an eight-step process, starting with creating a sense of urgency and completing with anchoring the change to the organizational culture. We then review negotiation strategies, comparing positional bargaining vs principled negotiation, to create more changes and continuing growth for the division. Finally, we discuss the importance of emotional intelligence, exemplary leadership practices, and self-development that the division leader should embrace.
KW - leadership
KW - leading change
KW - negotiation strategy
UR - http://www.scopus.com/inward/record.url?scp=85072244177&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85072244177&partnerID=8YFLogxK
U2 - 10.1016/j.chest.2019.06.019
DO - 10.1016/j.chest.2019.06.019
M3 - Review article
C2 - 31299244
AN - SCOPUS:85072244177
JO - Chest
JF - Chest
SN - 0012-3692
ER -