Faculty Competencies: Leadership
Leadership is one of the seven domains of the Faculty Competencies resource. This domain includes nine competencies and 40 behaviors.
The STFM Faculty Competencies Steering Committee and other contributors created the STFM Faculty Competencies, which describes the skills faculty need to effectively educate medical students and residents.The Faculty Competencies is broken down into seven categories ("domains"). Each domain consists of sub-categories ("competencies"), and each competency has several behaviors or skill targets for faculty to attain.
Leadership Competencies
Domain 3, Leadership, consists of nine competencies (authors in parenthesis):
- Values Clarification (Bharat Gopal, MD MPH)
- Safety, Diversity, Equity, Inclusion, and Belonging (Tanya White-Davis, PsyD, and Ellen Tattelman, MD)
- Setting Standards (Bharat Gopal, MD MPH)
- Compliance and Accreditation (Bharat Gopal, MD MPH)
- System Improvement (Tina Kenyon, ACSW)
- Financial Stewardship (Bharat Gopal, MD MPH)
- Collaboration and Teamwork (Bharat Gopal, MD MPH)
- Human Resource Management (Bharat Gopal, MD MPH)
- Leadership Continuity (Tina Kenyon, ACSW)
The behaviors for each competency are below, ranging in increasing skill level from Level A to Level D.
Values Clarification
Author: Bharat Gopal, MD MPH
Level A
- Demonstrates knowledge of program history, mission, and vision
Level B
- Consistently role models values and action congruent with mission
Level C
- Advocates to influence culture to align and strengthen program mission
Level D
- Leads and evaluates initiatives for value-based outcomes that support program mission
Resources
Learning L. Principles of Management. Lumen. Accessed May 1, 2024.
https://courses.lumenlearning.com/wm-principlesofmanagement/chapter/introduction-mission-vision-and-values.
Tomaski, J. The importance of aligning vision, mission, and strategy in fast-changing healthcare environments. Wharton Health Care Management, Accessed May 1, 2024
https://www.whartonhealthcare.org/the_importance_of_aligning_vision_mission_and_strategy_in_fast_changing_healthcare_environments.
AMA J Ethics. 2020;22(3):E239-247. doi: 10.1001/amajethics.2020.239.
https://journalofethics.ama-assn.org/article/how-should-we-judge-whether-and-when-mission-statements-are-ethically-deployed/2020-03.
Higginbotham EJ, Church KC. Strategic planning as a tool for achieving alignment in academic health centers. Trans Am Clin Climatol Assoc. 2012;123:292-303. PMID: 23303997; PMCID: PMC3540598. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3540598/.
Safety, Diversity, Equity, Inclusion, and Belonging
Authors: Tanya White-Davis, PsyD, and Ellen Tattelman, MD
Level A
- Articulates value of safety, diversity, equity, inclusion and belonging in order to build trust
Level B
- Demonstrates organizational commitment to culture of safety, diversity, equity, inclusion, and belonging in order to build trust
Level C
- Builds systems to ensure culture of safety, diversity, equity, inclusion, and belonging in order to build trust
Level D
- Provides leadership to achieve a culture of safety, diversity, equity, inclusion, and belonging in order to build trust
Resources
Diversifying the Physician Workforce - From Rhetoric to Positive Action. Capers Q 4th, N Engl J Med. 2023 Mar 9;388(10):865-867.
Teaching Racial Affinity Caucusing as a Tool to Learn About Racial Health Inequity Through an Experiential Workshop. Guh J, Krinsky L, White-Davis T, Sethi T, Hayon R, Edgoose J. Fam Med. 2020 Oct;52(9):656-660. doi: 10.22454/FamMed.2020.596649.
Abolitionist Reimaginings of Health. Khan ZH, Iwai Y, DasGupta S. AMA J Ethics. 2022 Mar 1;24(3):E239-246.
Dismantling Structural Racism in the Academic Residency Clinic. Vanjani R. Pitts A, Aurora P. N Engl J Med. 2022;386:2054-2058.
Setting Standards
Author: Bharat Gopal, MD MPH
Level A
- Describes organizational goals and standards
Level B
- Identifies organizational strengths and areas of improvement
Level C
- Evaluates identified organizational goals and standards
Level D
- Leads initiatives to achieve organizational goals and standards
Resources
Mullan PB, Lypson ML. Communicating Your Program's Goals and Objectives. J Grad Med Educ. 2011 Dec;3 (4):574-6. doi: 10.4300/JGME-03-04-31. PMID: 23205213; PMCID: PMC3244330. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3244330/.
Thoma B, Gottlieb M, Boysen-Osborn M, King A, Quinn A, Krzyzaniak S, Pineda N, Yarris LM, Chan T. Curated Collections for Educators: Five Key Papers about Program Evaluation. Cureus. 2017 May 4; 9(5):e1224. doi: 10.7759/cureus.1224. PMID: 28589073; PMCID: PMC5453746. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5453746/
Compliance and Accreditation
Author: Bharat Gopal, MD MPH
Level A
- Demonstrates knowledge of relevant standards
Level B
- Effects improvements to meet or exceed compliance standards
Level C
- Analyzes regional and national trends to anticipate opportunities for improvement
Level D
- Leads regional/national changes in compliance standards to address professional and societal needs
Resources
Frank, J.R., Taber, S., van Zanten, M. et al. The role of accreditation in 21st century health professions education: report of an International Consensus Group. BMC Med Educ 20(Suppl 1), 305 (2020).
https://bmcmededuc.biomedcentral.com/articles/10.1186/s12909-020-02121-5.
Accreditation. www.acgme.org. Accessed May 1, 2024.
https://www.acgme.org/archived-web-pages/program-directors-and-coordinators/welcome/accreditation/.
Accreditation Process Overview. LCME. https://lcme.org/about/accreditation-process-overview/.
Health Care Settings | The Joint Commission. www.jointcommission.org.
https://www.jointcommission.org/what-we-offer/accreditation/health-care-settings/.
Boatright DH, Samuels EA, Cramer L, et al. Association Between the Liaison Committee on Medical Education’s Diversity Standards and Changes in Percentage of Medical Student Sex, Race, and Ethnicity. JAMA. 2018; 320(21):2267-2269. https://jamanetwork.com/journals/jama/fullarticle/2717462.
System Improvement
Author: Tina Kenyon, ACSW
Level A
- Identifies relevant process improvement projects in department
Level B
- Successfully completes system process improvement
Level C
- Serves as subject matter expert in process improvement for organization
Level D
- Leads process improvement initiatives
Resources
Components of a Process Improvement / Quality Improvement project: From the AHRQ Practice Facilitation Handbook: Module 14. Creating Quality Improvement Teams and QI Plans. Content last reviewed March 2022. Agency for Healthcare Research and Quality, Rockville, MD. https://www.ahrq.gov/ncepcr/tools/pf-handbook/mod14.html.
Model for Improvement: Institute for Healthcare Improvement. https://www.ihi.org/resources/how-to-improve. Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (2nd edition). San Francisco: Jossey-Bass Publishers; 2009.
Financial Stewardship
Author: Bharat Gopal, MD MPH
Level A
- Describes basic principles of resource allocation
Level B
- Manages funds and budgets in alignment with program mission and values
Level C
- Collaborates with others to anticipate needs and plan for resourcing
Level D
- Leads initiatives to ensure long-term program sustainability
Resources
Harvard Business School Online: “A Manager’s Guide to Finance & Accounting”, Available on: Free E-Book | A Guide to Finance and Accounting (hbs.edu) (Note: Will need to enter first name and email address to access).
Three steps to effective practice budget: Borglum K. Three steps to an effective practice budget. Family Practice Management. 2004 Jan;11(1):46-50. Three Steps to an Effective Practice Budget | AAFP.
The 12 Step Way to Reduce Practice Expenses, Part 1: Staffing Efficiencies Tinsley R. The 12-step way to reduce practice expenses: part 1, staffing efficiencies. Family Practice Management. 2010 Mar 1;17(2):38. The 12-Step Way To Reduce Practice Expenses: Part 1, Staffing Efficiencies | AAFP.
Part 2: Operational Efficiencies. Tinsley R. The 12-Step Way to Reduce Practice Expenses: Part 2, Operational Efficiencies. Family Practice Management. 2010 May;17(3):30-4. The 12-Step Way to Reduce Practice Expenses: Part 2, Operational Efficiencies | AAFP.
Making your balance sheet work for you. Arnow FM, Xakellis Jr GC. Making your balance sheet work for you. Family Practice Management. 2001 Jun;8(6):27-31. Making Your Balance Sheet Work for You | AAFP.
More on the Family Practice Management Topic Collection on Practice Finances. FPM Topic Collection | AAFP.
Collaboration and Teamwork
Author: Bharat Gopal, MD MPH
Level A
- Acknowledges and makes use of unique values, strengths and styles among peers and stakeholders
- Identifies key drivers of effective teamwork
Level B
- Facilitates integration of unique values, strengths and styles among peers and stakeholders
- Applies principles of teamwork to promote positive team dynamics
Level C
- Ensures that peers and stakeholders remain open to alternative perspectives, approaches, and styles
- Implements and sustains team performance
Level D
- Teaches and role models interprofessional collaboration, respecting unique values, strengths and styles among peers and stakeholders
- Acts as a resource to the team to develop trust and coach members
Resources
Coursera on Teamwork skills - Foundational information that provides links to other coursework: Important Teamwork Skills and How to Improve Yours | Coursera.
Chakraborti C, Boonyasai RT, Wright SM, Kern DE. A systematic review of teamwork training interventions in medical student and resident education. J Gen Intern Med. 2008 Jun;23(6):846-53. doi: 10.1007/s11606-008-0600-6. Epub 2008 Apr 2. PMID: 18386100; PMCID: PMC2517885. A Systematic Review of Teamwork Training Interventions in Medical Student and Resident Education - PMC (nih.gov).
Schot, Evert, Lars Tummers, and Mirko Noordegraaf. “Working on Working Together. A Systematic Review on How Healthcare Professionals Contribute to Interprofessional Collaboration.” Journal of Interprofessional Care. 34, no. 3 (2020): 332–42. doi:10.1080/13561820.2019.1636007. Working on working together. A systematic review on how healthcare professionals contribute to interprofessional collaboration: Journal of Interprofessional Care: Vol 34, No 3 (tandfonline.com).
Human Resource Management
Author: Bharat Gopal, MD MPH
Level A
- Describes principles of effective HR management
Level B
- Successfully manages human resources to fulfill the mission, vision and values of the organization
Level C
- Identifies gaps in human resource management skills in department and contributes to addressing them
Level D
- Teaches and mentors others in HR management
*Sociocultural biases include class, gender identity and expression, sexual orientation, race, ethnicity, ability (mental or physical), education, age, language, finances, religion, body habitus, etc.
Resources
Human Resource Management - Introduction: Bright DS. Principles of management. OpenStax College; 2019. 11.1 An Introduction to Human Resource Management - Principles of Management | OpenStax.
The role of human resources management on enhancing the teaching skills of faculty members. Rafiei N, Davari F. The role of human resources management on enhancing the teaching skills of faculty members. Materia socio-medica. 2015 Feb;27(1):35. MSM 2015-1- Dubravko - 19.02.2015.indd (nih.gov).
Human resource development: the management, planning and training of health personnel. STEPHANIE SIMMONDS, Human resource development: the management, planning and training of health personnel, Health Policy and Planning, Volume 4, Issue 3, September 1989, Pages 187–196, https://doi.org/10.1093/heapol/4.3.187. Human resource development: the management, planning and training of health personnel | Health Policy and Planning | Oxford Academic (oup.com).
Leadership Continuity
Author: Tina Kenyon, ACSW
Level A
- Identifies options for leadership succession
Level B
- Analyzes succession options to ensure leadership continuity
Level C
- Implements succession plans to ensure leadership continuity
Level D
- Institutes program infrastructure to ensure leadership continuity
Resources
Succession Planning in Health Care Organizations. Fibuch, Eugene, MD, CPE, CHCQM, FAIHQ; Van Way, Charles W, III, MD FACS, FCCP, FCCM. Physician Executive; Tampa Vol. 38, Iss. 5, (Sep/Oct 2012): 44-7.
Sibbald, Shannon L. PhD; Wathen, C. Nadine PhD; Kothari, Anita PhD. Managing Knowledge in Transitions: Experiences of Health Care Leaders in Succession Planning. The Health Care Manager. 36(3):p 231-237, 7/9 2017. | doi: 10.1097/HCM.0000000000000167.
Groves, K.S. (2007), "Integrating leadership development and succession planning best practices". Journal of Management Development, Vol. 26 No. 3, pp. 239-260. https://doi.org/10.1108/02621710710732146.
Blouin, Ann Scott PhD, RN; McDonagh, Kathryn J. PhD, RN, FAAN; Neistadt, Allyson M. MPH; Helfand, Bradley MA, MPH. Leading Tomorrow's Healthcare Organizations: Strategies and Tactics for Effective Succession Planning. JONA: The Journal of Nursing Administration 36(6):p 325-330, June 2006.
