Commentary: Interim leadership of academic departments at U.S. medical schools

R. Kevin Grigsby, Robert C. Aber, David A. Quillen

Research output: Contribution to journalComment/debate

12 Scopus citations

Abstract

Medical schools and teaching hospitals are experiencing more frequent turnover of department chairs. Loss of a department chair creates instability in the department and may have a negative effect on the organization at large. Interim leadership of academic departments is common, and interim chairs are expected to immediately demonstrate skills and leadership abilities. However, little is known about how persons are prepared to assume the interim chair role. Newer competencies for effective leadership include an understanding of the business of medicine, interpersonal and communication skills, the ability to deal with conflict and solve adaptive challenges, and the ability to build and work on teams. Medical schools and teaching hospitals need assistance to meet the unique training and support needs of persons serving as interim leaders. For example, the Association of American Medical Colleges and individual chair societies can develop programs to allow current chairs to reflect on their present positions and plan for the future. Formal leadership training, mentorship opportunities, and conscientious succession planning are good first steps in preparing to meet the needs of academic departments during transitions in leadership. Also, interim leadership experience may be useful as a means for "opening the door" to underrepresented persons, including women, and increasing the diversity of the leadership team.

Original languageEnglish (US)
Pages (from-to)1328-1329
Number of pages2
JournalAcademic Medicine
Volume84
Issue number10
DOIs
StatePublished - Oct 2009

All Science Journal Classification (ASJC) codes

  • Education

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