Conclusions
One fundamental theme seems to pervade this analysis of effective physician leadership. This theme concerns the skills, knowledge, and aptitude needed to build and work in relationships—and ultimately in teams. As Jeannine Sandstrom notes, effective leaders serve others first, then themselves. They do this by building a relationship of trust with all members of the healthcare community in which they are working and by skillfully facilitating the collective work of these members. Apparently, leadership in health care (and most other sectors of mid-21st Century society) is a Team Sport rather than a solo venture.
This adjustment to collective thought and action is not easy for many physicians. They were often attracted to medicine precisely because it would provide them with considerable autonomy. Whether engaged in life-saving surgery or the more mundane treatment of a bruised knee or influenza, the doctor was in charge and deserved the respect of all patients and other members of the medical community. Now, as a leader, the physician is encouraged to listen to the advice offered by other members (including non-physicians), find ways to compromise, identify strategies for building broad-based coalitions of shared belief and interest, and help to “herd the cats.” Quite a transition—perhaps even a transformation!
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