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Perceived barriers to PA advancement in hospital governance: Insights from PA leaders
Adam R Olsen1, Michelle McMoon
1Adam R. Olsen is a clinical PA in cardiology and the assistant director of clinical education at White Plains Hospital in White Plains, NY, and is adjunct faculty in the Sacred Heart University MSPAS program in Stamford, CT, where he previously served as the chair and program director. Michelle McMoon is a clinical PA in critical care and director of education and professional development at WakeMed Health and Hospitals in Raleigh, NC, and is adjunct faculty in the Doctor of Medical Science Program at A.T. Still University in Mesa, AZ. The authors have disclosed no potential conflicts of interest, financial or otherwise. Acknowledgments: This study was approved by the A.T. Still University and the Connecticut hospital system's institutional review boards as an exempt human research study. Special thanks to Josette Hartnett for her assistance with the qualitative data analysis.
Objective:
The aim of this qualitative research study was to understand the barriers to PA advancement in hospital governance as perceived by PAs in current hospital leadership roles.
Methods:
This qualitative study of hospital-based PA leaders used grounded theory methodology through one-on-one, informal, semistructured virtual interviews. Thematic content analysis was used to analyze and report patterns within interview data.
Results:
In examining the 14 completed interviews, thematic analysis yielded 4 major themes and multiple subthemes. The predominant themes were (I) professional barriers; (II) workplace barriers; (III) personal barriers; and (IV) tools for PA advancement.
Conclusions:
This study provides foundational data on perceived barriers to PA advancement in hospital governance from the perspectives of PA leaders. Gaining a deeper understanding of the challenges PAs encounter in pursuing hospital leadership roles can guide both the profession and health care organizations in implementing strategies to support PA leadership development and create more inclusive governance structures to meet the needs of a changing health care system.
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