Physician leadership during the current crisis in healthcare: A perspective drawn from anthropological and clinical leadership research.

OBJECTIVES: There are ongoing challenges in workforce sustainability and service delivery due to the COVID-19 pandemic. Recruiting credible clinical leaders can enhance outcomes through mentoring, leading by example, and creating positive work environments. We investigate the anthropology of, and related research on leadership. CONCLUSIONS: Clinical and anthropological research provides strong grounds for investing in clinical leadership. The stability of 'prestige-based' leadership can be contrasted with the outcomes of 'dominance-based' leadership that relies on force, control, and threats. Dominance-based leadership increases the risks of bullying in stressed healthcare organisations. In contrast, expert clinical leaders can exert culturally mediated effects on social learning, team cooperation and morale, and patient outcomes.

Just a leader? Leadership work challenges and identity contradiction experienced by Finnish physician leaders.

PURPOSE: This study seeks to improve the understanding of physician leaders' leadership work challenges. DESIGN/METHODOLOGY/APPROACH: The subjects of the empirical study were physician leaders (n = 23) in the largest central hospital in Finland. FINDINGS: A total of five largely identity-related, partially paradoxical dilemmas appeared regarding why working as "just a leader" is challenging for physician leaders. First, the dilemma of identity ambiguity between being a physician and a leader. Second, the dilemma of balancing the expected commitment to clinical patient work by various stakeholders and that of physician leadership work. Third, the dilemma of being able to compensate for leadership skill shortcomings by excelling in clinical skills, encouraging physician leaders to commit to patient work. Fourth, the dilemma of "medic discourse", that is, downplaying leadership work as "non-patient work", making it inferior to patient work. Fifth, the dilemma of a perceived ethical obligation to commit to patient work even if the physician leadership work would be a full-time job. The first two issues support the findings of earlier research, while the remaining three emerging from the authors' analysis are novel. PRACTICAL IMPLICATIONS: The authors list some of the practical implications that follow from this study and which could help solve some of the challenges. ORIGINALITY/VALUE: This study explores physician leaders' leadership work challenges using authentic physician leader data in a context where no prior empirical research has been carried out.

COVID-19: Emergency Medicine Physician Empowered to Shape Perspectives on This Public Health Crisis.

COVID-19 (Coronavirus Disease 2019) has sparked a remarkable public response in the United States. The following publication highlights the integral role that Emergency Medicine (EM) providers are afforded as a result of the public health circumstances. By embracing the unique outlet of direct patient coordination of care, EM providers can correct public misconceptions and promote more appropriate social distancing practices to the greater community.