265 - Reimagining Academic Physician Leadership Development

Publication Number: 265.6451

Tara Benton, Children's Mercy Hospitals and Clinics, Kansas City, MO, United States; Jennifer S. Linebarger, Children's Mercy Kansas City, Kansas City, MO, United States; Erin Stahl, Children's Mercy Hospitals and Clinics, Kansas City, MO, United States; Angie Pastorek, Children's Mercy Hospitals and Clinics, Kansas City, MO, United States; Carrie Gardner, Children's Mercy Hospitals and Clinics, Sparks, NV, United States; Lindsey Hallett, Children's Mercy Hospitals and Clinics, Overland Park, KS, United States

Background: Leadership development has been identified as a gap in academic physician training. Programs directed towards enhancing physician leadership development have been shown to improve leadership skills, enhance wellbeing, facilitate career development, enhance clinical performance and cascade benefits organization-wide. In 2020, Children’s Mercy Kansas City (CMKC) piloted a 9-month course for physicians and clinical faculty in leadership positions designed to introduce key leadership topics. Specific topic content was modified annually based on post-session and annual program evaluation surveys (Table 1). In 2024, new course directors sought to revamp the Leaderships Essentials (LE) course for physicians and clinical faculty.

Objective: The primary objective was to collect evaluative data to inform high-impact updates to Leadership Essentials course topics, structure, and delivery. A secondary objective was to Identify opportunities to align Leadership Essentials content to the Children’s Mercy At Our Best Leadership (AOBL) Competency Model.

Design/Methods: Of 144 past participants, 102 remained faculty at our institution in May 2024. A diverse group of 16 past participants were approached for an in-depth interview; 15 accepted. Thematic analysis was performed of the transcripts and interview notes as well as program evaluation survey data from 2021, 2022, 2023 cohorts.

Results: Participants had an average tenure at CMKC of 10 years and several years in a formal leadership role(s). Most had participated in other formal leadership training. Interviewees described multiple environmental factors impactful to the leadership challenges faced: current leadership structure and cultural norms, high levels of organizational change, and high levels of team/individual burnout. Past participants identified the most valuable topics (strengths assessment, coaching and difficult conversations) and structural components (time versatility, online and breakout groups). Unique aspects of physician leadership aligned with the AOBL model and shaped content for the next LE cohort (Table 2). General course enhancements included use of a flipped-classroom structure, individual goal setting, and options for connecting with organizational leaders

Conclusion(s): In-depth interviews with past participants resulted in high-impact updates to the Leadership Essentials course. The most-valued topics of physician leaders mapped onto the organization’s leadership competency model.

Leadership Key Topics Covered per Cohort


Leadership Key Topics Aligned with Leadership Competency Category