Hospitalists are increasingly taking on leadership roles in hospitals, health systems, and hospital medicine groups. As more hospitalists pursue careers as leaders in medicine, development of relevant knowledge, skills, and attitudes should be incorporated into training. Dedicated leadership training has been available for faculty‐level hospitalists. However, graduate‐level training for future hospitalist leaders has previously not existed.
We designed and implemented the Hospitalist Training Program Leaders Track (HTP‐LT) curriculum for hospitalist residents interested in programmatic‐level leadership in their careers. The overarching goal of the track is to develop the next generation of health care systems hospitalist leaders with particular emphasis on the realms of the business of medicine, change management, quality improvement, and organizational leadership. The program aims to produce leaders who are at the forefront of national and international efforts to improve the quality, safety, and value of health care.
The HTP‐LT accepted its first interns through the match in 2012. The 3‐year training program utilizes structured educational sessions, intensive mentorship, and real‐world multiyear projects to equip participants with expertise and advanced skills in 5 domains: (1) management of hospital and health systems operations, (2) health care policy and financing, (3) leadership of large, complex organizations, (4) change management and quality improvement, and (5) practice of high‐value, evidence‐based hospital medicine. Curricular components are delivered in 2 settings: monthly educational sessions and 1‐month dedicated Leaders Track Elective rotations in the R2 and R3 years. Table 1 describes topics, educational methods, and objectives. All participants are also part of the broader hospitalist training program, which includes tailored clinical rotations in hospital medicine and advanced quality‐improvement training. The highlight of the program is a capstone “leadership project,” which allows participants to apply their knowledge and skills by leading an important, highly visible operational initiative within the University of Colorado Hospital or University of Colorado Health System.
As rapid, dynamic change in health care becomes the norm over the next decade, students and residents must receive high‐yield training to prepare them for leadership careers immediately after training. Our program is the nation's first intensive, 3‐year curriculum embedded within a residency designed to address this gap.
Hospitalist Leaders Track Curricular Topics
|Management of hospital and health systems operations||Applying leadership theory to health care||Management of hospital and health systems operations — applying leadership theory to health care — introductory theory: leadership versus management — leadership on the wards — advanced theory: leadership in highly complex environments|
|Effective communication||Introduction to theory — team-building practice and critical reflection — roles, responsibilities, and delegation — project management* — effective meetings|
|Mentorship and career development||Developing and honing a personal leadership brand — hospitalist careers — indirect-leadership journeys and networking with health care leaders — direct organizational mentor/coach — direct peer feedback — performing a job search* — communicating your brand: CVs, resumes, cover letters, and online sites* — effective networking — critical, serial reflection|
|Health care policy and financing||Finance||Sources of payment and health care organization financing — managing investments in health care — billing and coding* — cost effectiveness and resource stewardship|
|Policy||organization of and access to care delivery in United States* — history and overview of health policy — law and regulation — key principles of health care reform (PPACA) — consumerism in health care — comparative systems: other nations' models for organization and delivery — managing population health|
|Leadership of large, complex organizations||Strategy||Creating alignment: mission, values, and vision — creating alignment: stakeholder analysis — coaching and talent management|
|Power and influence||Sources of power: power-base inventory — theory of power dynamics in organizations — influencing/managing up and down — negotiation and conflict resolution|
|Change management and quality improvement||Change management||Systems performance — theory and measurement — patient safety methods — influencing culture — quality improvement methods* — innovation, design, and diffusion — big data-managing and leveraging health IT|
|*Part of overall hospitalist training program.|
To cite this abstract:Tad‐y D, Pierce R, Guthrie M, Glasheen J. Developing Hospitalist Leaders: The Hospitalist Training Program Leaders Track. Abstract published at Hospital Medicine 2013, May 16-19, National Harbor, Md. Abstract 528. Journal of Hospital Medicine. 2013; 8 (suppl 2). https://www.shmabstracts.com/abstract/developing-hospitalist-leaders-the-hospitalist-training-program-leaders-track/. Accessed January 26, 2020.