Developing the doctor manager: reflecting on the personal costs

Area of Science:

• Health Services Management
• Medical Education
• Organizational Psychology

Background:

• The development of doctors as managers in the National Health Service (NHS) is influenced by perceived personal costs to their professional roles.
• Existing research highlights issues such as a 'glass ceiling' for women doctors, inadequate team development, and default succession planning.

Purpose of the Study:

• To explore the challenges and influences on doctors' transition into management roles within the NHS.
• To identify key areas for future training and organizational adaptation to foster successful doctor-manager collaboration.

Main Methods:

• This study is based on reflections and existing research findings.
• It applies domain theory to understand organizational interpretations of managerial changes.

Main Results:

• While training can reduce stress, systemic barriers like the 'glass ceiling' persist for women doctors.
• Team development and succession planning require more intentional strategies.
• Unique interpretations of changes by individual organizations (e.g., hospitals) complicate a standardized approach.

Conclusions:

• Future training should prioritize transition skills between organizations.
• Successful collaboration requires interpretive and adaptive responses from both doctors and managers.
• Domain theory offers guidance, but tailored organizational approaches are essential.