A challenge has emerged for every leader: How to build and maintain employee engagement in a constantly changing industry. Here are some ways to get it done.
A big obstacle to facilitating change is when people are in the “precontemplation” stage — when they’re actively resisting change because they don’t see a need for it. Here’s how to recognize it.
Teams look to their leaders for a better understanding of professional expectations and ethical behaviors. Supervisors must always be aware that eyes are upon them to set — and live — the standards.
Contrary to the beliefs of too many physicians and administrators, you can’t do everything yourself! The most productive physicians in the best-run practices almost always do a superior job of delegating duties to staff members who support them.
Read a discussion on the value of coaching and mentoring for health care leaders. While these practices are not sufficiently available, health care organizations can benefit from both.
Read this expert perspective by Dr Hal Jenson, a member of the AAPL Physician Leadership Journal editorial board, commenting on the article Three Keys to Effective Leadership by Marton et al.
Read about how physician leaders have the responsibility to not only end the unprofessional actions of those they supervise, but also get to the causes for any chance of rehabilitation.
