Healthcare as an industry has clearly risen to the pandemic’s challenges, and we shall continue to improve the overall health and well-being for our world in the course of time.
Overwork and overtime are par for the course in some healthcare organizations. Learn how healthcare executives can alleviate stress for chronically overworked employees.
Recognizing and addressing unconscious bias and the effect it has on physicians and healthcare teams is one of the most serious leadership challenges today.
Each of the seven “clusters” of medical professionalism is impacted by both internal and external forces that affect physicians as they grow into leaders.
With the publication of this issue of the Physician Leadership Journal, the world has now been battling the coronavirus pandemic for more than a year. At no other time, as physicians and as leaders, have we in healthcare been challenged like this.
The authors identify personal qualities and key skills that differentiate effective leaders and suggest restructuring physician leadership education around those qualities and skills.
Engaging advanced practice providers and redefining care models in a way that supports their ability to expand access and generate additional revenue drives operational performance and supports future sustainability.
Given the high prevalence of burnout, physicians should understand the available resources and treatment options, the value of short-term disability benefits, and how to collect them.
The authors created a four-week medical school elective to teach key managerial, organizational, leadership, and business topics related to health systems.
In the face of physicians having to quarantine due to COVID-19, hospitalists can perform telemedicine encounters remotely with the assistance of onsite telepresenters.
