293 - Leading the Charge: A Survey of Pediatric Physician Leaders

Publication Number: 293.5672

Caroline Young, Emory University School of Medicine, Atlanta, GA, United States; Kate S. Johnson, Children's Healthcare of Atlanta, Atlanta, GA, United States; James D. Fortenberry, Emory University School of Medicine, Atlanta, GA, United States

Background: Little is known about the composition and development of pediatric physicians who become children’s hospital-based administrative leaders. We hypothesized that these leaders would reflect the composition of the demographic and specialty fields of pediatrics and have gained specific leadership training.

Objective: Describe the characteristics, training and the experience of current physician leaders by means of a self-disclosed voluntary survey.

Design/Methods: We sent an anonymous electronic survey to executive physician leaders within Children’s Hospital Association (CHA), including a total of 63 Chief Medical Officers (CMOs). Multiple choice and free-response questions examined demographic features, specialties, additional experiences, and requested guidance to future leaders.

Results: 63 CHA members responded, 9 were non-physicians and excluded. Of 54 respondents, 44% were CMOs, followed by 11% CEOs, 11% Department Chairs, 9% CQOs, and 4% COOs. 30% were female, 70% male; only 14% of females were either CMO or CEOs (p. < 0.004). 41% were between 55-64 years-old, followed by 39% 45–54-year-olds. Race was predominantly white (85%), then East Asian (7%) or Middle Eastern/North African (4%). Most represented specialties were critical care (47%), surgical specialties (22%), GI (14%), PEM (11%), cardiology (3%), and pulmonology (3%); overall, 67% of leaders were in procedural specialties. 57% received additional postgraduate degrees: MBA 22%, MHA 7%, MMM 2%. 85% first considered a system healthcare leadership position as attendings. 80% described informal leadership training. 59% had executive coaches, 57% of which were institutionally funded. 87% offered advice to future leaders. Key themes were the importance of saying yes to leader opportunities (30%), the value of a trusted mentor and/or coach (26%), courage and integrity (11%), and seeking formal training/leadership education (11%).

Conclusion(s): In this survey, leaders came from a broad array of subspecialties, with a preponderance from procedural subspecialties. Most leaders received additional postgraduate degrees, had informal leadership training and held leadership positions starting in training but realized a desire to join healthcare administration once attendings. Gender representation trailed current AAP gender distribution. Earlier focus on leader mentorship or a network of senior physician administrative leaders could provide a valuable resource for young physicians seeking a career that includes hospital administrative leadership, with a focus on early development of underrepresented minorities and women.

Subspecialty Representation in Executive Physician Leadership
Subspecialty Representation.pdf

Gender Distribution of Executive Leaders in CMO or CEO Positions
Gender-CMOCEO (1).pdf