Physicians’ Perceptions and Experiences Regarding Leadership: A Link Between Beliefs and Identity Formation

Abstract

Robin Lüchinger,1 Marie-Claude Audétat,1,2 Nadia M Bajwa,1,3 Anne-Claire Bréchet-Bachmann,4 Hélène Richard-Lepouriel,5 Melissa Dominicé Dao,4 Noëlle Junod Perron1,6 1Unit of Research and Development in Medical Education, Faculty of Medicine, University of Geneva, Geneva, Switzerland; 2University Institute of Family and Child Medicine, Faculty of Medicine, University of Geneva, Geneva, Switzerland; 3Department of Women, Children and Adolescents, University Hospitals of Geneva, Geneva, Switzerland; 4Department of Primary Care Medicine, University Hospitals of Geneva, Geneva, Switzerland; 5Department of Psychiatry, University Hospitals of Geneva, Geneva, Switzerland; 6Medical Directorate, University Hospitals of Geneva, Geneva, SwitzerlandCorrespondence: Robin Lüchinger, Unit of Development and Research in Medical Education, Faculty of Medicine, University of Geneva, Rue Michel-Servet 1, Geneva, 1211, Switzerland, Email [email protected]: Despite the development of national recommendations and training programs for effective leadership, junior and senior medical leaders often find themselves ill-prepared to take on these new responsibilities. This study aimed to explore physicians’ perceptions, feelings, and beliefs regarding leadership and to provide recommendations regarding appropriate training and institutional post-training support.Methods: We conducted a qualitative study at the Geneva University Hospitals. A purposeful sample of residents (R), fellows (F), attending physicians (A), and chairpersons (CP) were invited to participate in focus groups (or semi-structured interviews) between April and June 2021. We investigated their understanding of leadership, self-perception as leaders, difficulties, and paths to improvement in their leadership skills. Focus groups were transcribed verbatim and analyzed both inductively and deductively using Fishbein’s model of behavior prediction and Irby’s professional identity formation framework.Results: We conducted ten focus groups (R=3; F=4, A=2, and CP=1) and one interview (CP). Physicians expressed poor self-efficacy at all hierarchical levels: feelings of insecurity and confusion (R and F), frustration (A), and feeling stuck between divisional and institutional governance (CP). Such negative feelings were nurtured by personal beliefs with an intuitive and idealized representation of leadership. Beliefs focused more on personal characteristics rather than on skills, processes, or perceived institutional norms. Unclear expectations regarding physicians’ role as leaders, overemphasis on academic achievement, and silo professional organizations fueled their feelings. Participants reported developing their leadership through trial and error, observing role models, and turning to personal resources rather than formal training.Conclusion: Our results show that physicians’ leadership skills are still mainly acquired intuitively and that institutional norms do not encourage clarification of leadership roles and processes. Physician training in leadership skills, together with more explicit and clear institutional processes, may help to improve physicians’ self-efficacy and develop their identity as leaders.Keywords: leadership, physicians, identity formation, beliefs, perceptions, qualitative

Keywords

• leadership
• physicians
• identity formation
• beliefs
• perceptions
• qualitative