Evaluation of two longitudinal faculty leadership training programs: behavioral change and institutional impact

Abstract

Purpose

Building leadership skills among faculty in academic medicine is essential, yet professional development programs focused on leadership are not always attentive to the needs of faculty on diverse career pathways or at differing career stages—nor are they often rigorously assessed. Evaluations commonly focus on participant satisfaction and short-term learning but not behavior change and institutional impact, which are difficult to assess but arguably more meaningful. Given the substantial time and money invested in these programs, more rigorous evaluation is critical.

Design/methodology/approach

The authors evaluated an intensive, shared leadership-focused training program for early-career and mid-career faculty, offered by the University of Pittsburgh’s School of Medicine over the course of a year. They administered a pre/post-program assessment of confidence in key skill areas, and conducted semi-structured interviews with 21 participants between 1–4 years after program completion.

Findings

Participants in both programs showed statistically significant improvement (p < 0.001) on every item measured in the pre/post-test. Analysis of the interviews revealed indications of substantial behavior change as well as institutional impact. The evaluation also suggested particular benefits for female professionals.

Originality/value

The authors conducted a long-term assessment of leadership training focused on career pathway and career stage and found that it (a) prompted both positive behavioral change and institutional impact and (b) suggested benefits for female faculty in particular, which could potentially help to eliminate gender-based disparities in leadership in academic medical centers.

Citation

Mayowski, C.A., Norman, M.K., Proulx, C.N., Hamm, M.E., Martin, M.K., Zellers, D.F., Rubio, D.M. and Levine, A.S. (2022), "Evaluation of two longitudinal faculty leadership training programs: behavioral change and institutional impact", Journal of Health Organization and Management, Vol. 36 No. 6, pp. 796-815. https://doi.org/10.1108/JHOM-03-2022-0088