The Impact Of Social Competencies And Role Factors On The Relational Construction Of Identity And Participation Of Physician Leaders

Physicians as many other professionals are often promoted into leadership roles based upon their clinical or professional performance. Yet, many do not have the skills or the inclination to lead. In a response to increase the effective influence of professional physician leaders in healthcare organizations, several studies have sought to identify factors that predict effective leadership. However, no exploration has been conducted to understand how physician leaders construe or identify with their leadership roles. In this thesis, I develop a theoretical model that offers an understanding of how a physician leader constructs a leadership identity involving a higher level of participation within their leadership role.The dissertation employs a sequential mixed methods approach to explore the nature and antecedents of effective physician leadership. The initial inquiry employs a grounded theory approach to understand how physician leaders come to construe themselves as effective leaders. The results of the initial inquiry offer evidence that differences in physician leaders’ effectiveness is partly explained by the social construction of their secondary professional identity. This happens through a process of individual, relational and organizational endorsement of their leadership role. To garner further insight and clarification of this role identity and endorsement I hypothesize a research model, which posits that professional participation in leadership roles is mediated by aspects of positive psychological climate. A follow up study seeks further clarification for this effect by examining the extent to which a positive psychological climate and role endorsement mediate the relationship between social competencies and physician leaders’ professional participation in leadership. In sum, these three studies offer new insights into how physicians and other professionals understand effective leadership and the factors that lead to commit themselves as an effective leader. These results expand theories of secondary leadership and also have several implications how organizations can support such leadership.

Name thesis:degree_name

Doctor of Philosophy

Level thesis:degree_level

doctoral

Discipline thesis:degree_discipline

Management

Grantor dc:publisher

Case Western Reserve University School of Graduate Studies

Year dc:date

2013

Author dc:creator

• Quinn, Joann Farrell

Contributors dc:contributor

• Boyatzis, Richard

• Business Administration
• Social Psychology
• Social Research
• Psychology
• Personal Relationships
• Organizational Behavior
• Management
• Health Care Management
• Behavioral Psychology
• physician leadership
• competencies
• identity
• psychological climate

Statement dc:rights

• unrestricted
• This thesis or dissertation is protected by copyright: all rights reserved. It may not be copied or redistributed beyond the terms of applicable copyright laws.

Language dc:language

English

Repository record dc:identifier

http://rave.ohiolink.edu/etdc/view?acc_num=case1364575883

OAI identifier oai:identifier

oai:etd.ohiolink.edu:case1364575883