| Due to the increasing responsibility of emergency medicine in the overall schema of the academic medical center, as well as the unique constraints imposed on the emergency-room environment itself, a clearer understanding of leadership as it relates to the emergency-medicine physician is necessary. This study profiles three residency program directors. Through independent interviews, each was asked to rate existing characteristics considered to be valued leadership competencies within this professional environment. The study interviews were guided by a predetermined list of open-ended questions. The D. Goleman, R. Boyatzis, and A. McKee (2002) competency framework for leadership served as a foundational source in the formation of the interview questions. The participants were also asked to assign what they viewed as missing leadership competencies, where possible, to the existing minimum-performance elements of the E. Reisdorff, O. Hayes, G. Walker, and D. Carlson (2002) Global Composite Competency Assessment Tool. The data were evaluated and assessed for any commonalities and consensus was found in the relative values placed on specific competencies. These included emotional self-awareness, accurate self-assessment, self-confidence, transparency, adaptability, initiative, optimism, empathy, service, developing others, building bonds, and teamwork and collaboration. The participating residency program directors were also in agreement on specific existing leadership-competency elements within emergency medicine including transparency, achievement, empathy, organizational awareness, service, developing others, conflict management, building bonds, and team and collaboration. It is noteworthy that each of the program directors demonstrated a consistent interest in how physician-leadership competency must be addressed to more adequately meet minimum leadership needs within the realm of emergency medicine. This interest included the concepts of redefining intelligence, innovative thinking within clinical or professional learning, and the integration of existing professional competencies within the medical field with leadership competencies traditionally found within the business world. Despite the minimal research on physician-leadership competencies, the three participants demonstrated that leadership skills are not intrinsic. Further research focused on this phenomenon is strongly indicated. |
