Leadership

Excising the “Surgeon Ego” to Accelerate Progress in the Culture of Surgery

Surgical culture is shifting towards a more positive and humanistic culture, in part as a response to both extreme and subtle ego driven disruptive behaviours among surgeons. Accumulating evidence from both the medical and organisational sciences shows substantial negative consequences for ego driven behaviour in complex work environments such as surgery. We need more research and systematic exploration of ways to further reduce ego driven behaviour in the practice of surgery.

How Prepared Are You to Lead?

Citation Pronovost, P.J., & Myers, C.G. (2017, June). How prepared are you to lead? AM Rounds, Blog post. http://academicmedicineblog.org/how-prepared-are-you-to-lead/ Summary Physicians increasingly are being asked to lead health systems and improvement efforts, so it is important that they have the necessary skills to do so. To see why and how these leadership skills matter, we propose a quick test. Below, we present three scenarios that a health leader might need to navigate.

Making Management Skills a Core Component of Medical Education

Citation Myers, C.G., & Pronovost, P.J. (2017). Making management skills a core component of medical education. Academic Medicine, 92(5), 582–584. https://doi.org/10.1097/ACM.0000000000001627 Author Reply to Letter Myers, C.G., & Pronovost, P.J. (2018). In reply to Khoo and Teo. Academic Medicine, 93(4), 517. https://doi.org/10.1097/ACM.0000000000002124 Abstract Physicians are being called upon to engage in greater leadership and management in increasingly complex and dynamic health care organizations. Yet, management skills are largely undeveloped in medical education.

The Relational Nature of Leadership Identity Construction: How and When it Influences Perceived Leadership and Decision-making

Citation Marchiondo, L.A., Myers, C.G., & Kopelman, S. (2015). The relational nature of leadership identity construction: How and when it influences perceived leadership and decision-making. The Leadership Quarterly, 26(5), 892–908. https://doi.org/10.1016/j.leaqua.2015.06.006 Abstract This paper empirically tests leadership identity construction theory (DeRue & Ashford, 2010), conceptually framing claiming and granting leadership as a negotiated process that influences leader- ship perceptions and decision-making in interdependent contexts. In Study 1a, an avatar video- based experimental vignette (replicated in Study 1b with a non-video scenario), we found that when a team member accepted an actor’s leadership claim, observers’ leadership ratings of the actor increased, whereas when the team member rejected the claim, observers’ leadership ratings of the fellow team member increased.

Leadership Development: A Review and Agenda for Future Research

Citation DeRue, D.S. & Myers, C.G. (2014). Leadership development: A review and agenda for future research. In D.V. Day (Ed.), The Oxford Handbook of Leadership and Organizations (pp. 832– 855). New York, NY: Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199755615.013.040 Abstract This chapter develops a conceptual framework that helps organize and synthesize key insights from the literature on leadership development. In this framework, called PREPARE, the authors call attention to the strategic purpose and desired results of leadership development in organizations.

Tell Me Who You Want Me to Be: The Role of Collective Endorsements in Leader Identity Development

Citation Myers, C.G. (2013). Tell me who you want me to be: The role of collective endorsements in leader identity development. Academy of Management Proceedings, 2013. https://doi.org/10.5465/ambpp.2013.28 Abstract Research examining ‘leader’ as an individual role identity has gained prominence in recent years, yet our understanding of how individuals develop these leader identities in organizations is still relatively limited. Drawing on a qualitative interview study of leaders in a public organization in Singapore, I explore how receiving a collective endorsement of leader identity from the organization shapes how individuals come to see themselves as leaders, finding that these endorsements influence not only the strength of the leader identity, but also the content of the identity and its development over time.