Just a leader? Leadership work challenges and identity contradiction experienced by Finnish physician leaders
| Autor: | Pasi Sajasalo, Sari Huikko-Tarvainen, Tommi Auvinen |
|---|---|
| Rok vydání: | 2021 |
| Předmět: |
Value (ethics)
Employment johtaminen media_common.quotation_subject education Identity (social science) Context (language use) Commit ammatti-identiteetti 03 medical and health sciences Empirical research Originality terveysala Physicians 0502 economics and business Humans lääkärit health care economics and organizations identity johtajuus Finland media_common physician business.industry terveydenhuolto 030503 health policy & services Health Policy esihenkilötyö 05 social sciences healthcare physician leadership Public relations physician leader Dilemma Leadership Work (electrical) Business Management and Accounting (miscellaneous) Clinical Competence 0305 other medical science business Psychology 050203 business & management |
| Zdroj: | Journal of health organization and management. 35(9) |
| ISSN: | 1758-7247 |
| Popis: | PurposeThis study seeks to improve the understanding of physician leaders' leadership work challenges.Design/methodology/approachThe subjects of the empirical study were physician leaders (n = 23) in the largest central hospital in Finland.FindingsA total of five largely identity-related, partially paradoxical dilemmas appeared regarding why working as “just a leader” is challenging for physician leaders. First, the dilemma of identity ambiguity between being a physician and a leader. Second, the dilemma of balancing the expected commitment to clinical patient work by various stakeholders and that of physician leadership work. Third, the dilemma of being able to compensate for leadership skill shortcomings by excelling in clinical skills, encouraging physician leaders to commit to patient work. Fourth, the dilemma of “medic discourse”, that is, downplaying leadership work as “non-patient work”, making it inferior to patient work. Fifth, the dilemma of a perceived ethical obligation to commit to patient work even if the physician leadership work would be a full-time job. The first two issues support the findings of earlier research, while the remaining three emerging from the authors’ analysis are novel.Practical implicationsThe authors list some of the practical implications that follow from this study and which could help solve some of the challenges.Originality/valueThis study explores physician leaders' leadership work challenges using authentic physician leader data in a context where no prior empirical research has been carried out. |
| Databáze: | OpenAIRE |
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