Competitive Advantage of MBA for Physician Executives: A Systematic Literature Review

Exploring the Impact of a Masters of Business Administration on Urologists' Careers

OBJECTIVE

To keep pace with the evolving healthcare environment, business acumen is growing more valuable, prompting some physicians to pursue a Master of Business Administration (MBA). The purpose of this study was to garner data assessing the effects of an MBA on urologists' careers.

METHODS

Email addresses of 54 urology MD/MBAs were collected through Google searches. Each received a recruitment email with a link to a Google Forms Survey. The survey was divided into four sections: demographics, MBA program characteristics, objective, and subjective outcomes.

RESULTS

Twenty-one responses were received for a response rate of 39%. Twenty respondents were male and most (86%) were older than 40. Respondents completed their MBA in a variety of settings and the most common motivation for pursuing it was learning about the business of healthcare. Following MBA obtention, 38% of respondents received a promotion, 29% reported a pay raise, and 82.3% saw increased administrative duties. 71% of respondents felt an MBA had been useful in their urology career. Respondents believed the optimal times for pursuing an MBA were after 5 years of clinical experience (48%) or as a dual degree student (43%).

CONCLUSION

Urologists reported an MBA positively influenced their career and would recommend the degree to a fellow physician. Though many urologists saw a change in clinical duties following MBA completion, less than half experienced a promotion or pay-raise.

Analysis of Additional Degrees in Academic Plastic Surgery Faculty

Background: As plastic surgery continues to evolve, an increasing number of surgeons are attaining additional degrees (ADs). Prior studies illustrate this trend of increased AD attainment among plastic surgery faculty within the United States. Yet, no such study has documented AD attainment variability and influence within Canadian plastic surgery faculty. Objectives: Our objective was to investigate the relationship between AD attainment and gender, alongside research productivity, and academic rank of Canadian plastic surgery faculty members. Methods: All Canadian academic plastic surgery faculty members were identified and information regarding gender, academic rank, research productivity, timing of AD attainment was recorded. AD was defined as any degree beyond a medical degree or equivalent. Results: A total of 299 faculty members were identified. Of these, 33% (N = 99) attained an AD. A higher percentage of females (40%) obtained ADs compared to males (30%) (P = .0402). When controlling for number of years in practice, there was a significantly larger proportion of females than males with ADs as assistant and associate professor (P = .033). Faculty with ADs were associated with higher research productivity and higher academic rank than those with MDs (P < .05). ADs were commonly obtained post-residency (38%) and most common ADs were MSc (51%) and PhDs (21%). It was found that the Canadian plastic surgeons were less likely to pursue MBAs than US plastic surgeons (P = .002). Conclusion: One-third of Canadian academic plastic surgeons had ADs. Those with ADs present with higher research productivity and academic rank. When segmented by gender, there were significant differences among AD holders. The results of this study will lend support to ongoing endeavors voicing the need for gender equity in academic plastic surgery.

Educating Our Future Medical Leaders: An Innovative Longitudinal Course Across Surgical and Medical Specialties in Graduate Education

Problem

Increasing healthcare system complexity, multidisciplinary care delivery, and the need to deliver high-quality, cost-effective care drive a critical need for leadership development. Currently, few examples of multidisciplinary leadership development exist in the medical education literature. The Accreditation Council for Graduate Medical Education (ACGME) has identified leadership domains as essential milestones in residency education, encompassing areas such as interpersonal communication, quality improvement, and systems-based practice. Presently, published GME leadership curricula vary widely in content, delivery, and duration and rarely include multispecialty cohorts.

Approach

The study authors designed and implemented a longitudinal leadership curriculum for a multispecialty cohort of senior residents and fellows from multiple hospitals within a large integrated GME program. Between July 2022-June 2023, authors delivered 12 monthly sessions on core leadership concepts. Sessions delivered relevant work-based content via large-group didactics with embedded opportunities for small-group interactive experiential and reflective practice, critical thinking, and application.

Outcomes

Thirty GME trainees participated in the longitudinal curriculum. Interval pre-/post-session assessments demonstrated significant improvement in composite scores for 6 of 9 sessions assessed. Participants rated each module's overall importance, applicability, and acceptability highly on a summative program evaluation.

Next Steps

This longitudinal leadership curriculum adheres to best leadership development practices, demonstrates improvement in knowledge and self-reported attitudes and behaviors related to cognitive, character, and emotional leadership domains, and develops a psychologically safe community of practice for GME participants.

Exploring a Masters of Business Administration's Impact on Surgical Subspecialists

Objectives and Study Design

As healthcare evolves, more physicians are taking on administrative roles and pursuing additional graduate education, particularly obtaining a Master's in Business Administration (MBA.) To facilitate a better understanding of these practitioners, we conducted a comparative study of MD/MBA clinicians in multiple surgical fields.

Methods

This study aims to compare clinicians with MD/MBAs across multiple surgical subspecialties. Reported metrics include demographics, MBA program structure, salary changes, and professional pursuits. Nine studies were obtained from the PubMed, Cochrane, and Embase databases. Four studies met the inclusion criteria and were analyzed.

Results

The majority of MD/MBA degree holders in plastic surgery (95%), orthopedic surgery (89-96%), and ophthalmology (80%) are male. Ophthalmology (37%) demonstrates the highest number of subjects obtaining an MBA via a synchronous MD/MBA. Most clinicians return to clinical practice after degree completion and show high levels of non-clinical pursuits after receiving their MBAs.

Conclusions

Though there appear to be differences across surgical subspecialties regarding how an MBA is applied, most maintain clinical duties. Of those that do not, the largest portion transition to administrative duties, consulting, entrepreneurial endeavors, or other professional opportunities. Despite the financial ambiguity of an MBA, physicians value the transformative experience it offers.

Career goals of surgeons in Switzerland

PURPOSE

Recent studies from the United States and Germany have shown a general decline in the number of surgical residents, as trainees increasingly prioritize a positive work-life balance. The current study sought to evaluate the career goals of surgeons in Switzerland.

METHODS

Members of the Swiss College of Surgeons, being surgical consultant or attending regardless of specialty, were surveyed online as to their purported career goals, future employment ideals, aspired leadership positions, and managerial training.

RESULTS

A total of 269 questionnaires were analysed. Most participants (93%) were board- certified and 30% of participants were female. With regard to desired specialty, 50% of participants intended to pursue a career in visceral surgery followed by general surgery, traumatology, hand and plastic surgery, vascular surgery and thoracic surgery. Regardless of specialty, 53% of respondents strived for the position of senior physician, while 28% indicated a desire to become chief physician. In terms of work environment, most participants preferred to seek employment at a cantonal hospital, followed by a rural hospital, a university hospital, private practice or a non-clinical setting. About half of respondents favoured the option of part time employment of 80% or less and about a quartile intended to retire before 62 years of age.

CONCLUSION

The current study found that surgeons in Switzerland remain highly motivated to pursue leadership positions in their respective fields. Going forward, the challenge will lie in reconciling the needs of the respective departments with the personal ambition, career opportunities, and desired work-life balance of young trainees.

Plastic Surgeons as Medical Directors: A Natural Transition into Medical Leadership

With the growing complexity of the U.S. health care system, highly motivated medical directors with strong leadership skills are vital to the success of health care facilities. Presently, there are no articles assessing a plastic surgeon's qualifications for the role of medical director. In addition, there is a paucity of literature comparing the responsibilities of medical directors across various types of health care institutions. Herein, we outline why plastic surgeons have the unique skillset to succeed in this role and highlight the differences between medical director positions across the vast landscape of health care. While the intricacies of this position vary greatly across different landscapes of the health care industry, successful medical directors lead by following a set of universal principles predisposing them for success. Plastic surgeons innately exhibit a subset of particular traits deeming them suitable candidates for the medical director position. While transitioning from the role of a surgeon to that of a medical director does require some show of adaptation, plastic surgeons are ultimately highly likely to find intrinsic benefit from serving as a medical director.

The Role of Advanced Academic Degrees in Orthopaedic Sports Medicine Faculty

Background:

Limited knowledge exists on the role of advanced academic degrees within faculty positions in orthopaedic sports medicine.

Purpose:

To 1) provide an assessment of the baseline demographics of advanced degrees among orthopaedic sports medicine faculty and 2) examine the impact of advanced degrees on research productivity and career attainment of orthopaedic sports medicine faculty.

Study Design:

Cross-sectional study; Level of evidence, 4.

Methods:

Orthopaedic sports medicine academics were identified using faculty listings on websites of the 200 orthopaedic surgery residency programs during the 2020-2021 academic year. Advanced degrees were defined as those additional to the primary medical degree (Doctor of Medicine [MD] or Doctor of Osteopathic Medicine [DO]). Outcome measures included timing of advanced degree obtainment, residency program rankings, research productivity, and current academic rank and leadership roles. Statistical analysis was performed using chi-square and Mann-Whitney U tests to determine the association of advanced degrees on outcome measures.

Results:

In total, 911 orthopaedic sports medicine faculty members were identified, of whom 100 had an advanced degree. The most common advanced degrees were Master of Science (MS/MSc; 38%), Doctor of Philosophy (PhD; 23%), and Master of Business Administration (MBA; 13%). The presence of an advanced degree was associated with greater research productivity, including higher h-index and number of publications, as well as more editorial board positions on orthopaedics journals ( P < .001). Advanced degrees were not significantly associated with attending a higher ranked orthopaedic surgery residency program, current academic rank, or leadership roles. At the institutional level, orthopaedic sports medicine programs that employed faculty with an advanced degree had a higher residency program ranking and the presence of a sports medicine fellowship was more likely ( P < .05).

Conclusion:

Advanced degrees in orthopaedic sports medicine were associated with greater faculty research engagement and employment at a higher ranked institution; they were not associated with matching to a highly ranked orthopaedic surgery residency program, higher faculty rank, or academic leadership roles.

The dual degree orthopedic surgeon: A survey of the trends, motivations, and perceived value of the master of business administration degree

Orthopedic surgeons are obtaining Master of Business Administration (MBA) degrees at an increasing rate. This study aimed to identify the motivations, trends, and perceived value of the MBA degree for these dual degree surgeons. A total of 157 orthopedic surgeons with both MD and MBA degrees were surveyed with a 19-item questionnaire to identify surgeons' motivations for obtaining an MBA degree and the perceived value of the degree. A total of 66 responses (42%) were received. Most respondents (89.4%) viewed the MBA degree as either extremely valuable or valuable. Prior to obtaining an MBA, 71.9% of dual degree surgeons dedicated time to administrative duties outside of the clinic. This number increased to 98.4% after receiving an MBA (p < 0.001). With the growing number of surgeons pursuing MBA degrees, there is a decrease in the time spent in the clinical role suggesting that either the non-clinical burden is increasing, or surgeons choose to re-allocate their time. Despite the high direct costs of an MBA, a majority of orthopedic surgeons perceived the MBA degree as a valuable investment they would pursue again.

Characteristics of Designated Institutional Officials and Sponsoring Institutions of ACGME-Accredited Training Programs

BACKGROUND

Since the Accreditation Council for Graduate Medical Education (ACGME) established the designated institutional official (DIO) role in 1998, there have been major changes in sponsoring institutions (SIs) and DIO responsibilities. Yet there remains a large gap in our knowledge regarding baseline SI and DIO characteristics as well as a need for institutions wanting to increase diversity in the DIO role and other leadership positions within the medical education community.

OBJECTIVE

We sought to characterize demographics of DIOs and the SIs they oversee.

METHODS

We identified SIs and DIOs on the ACGME website on February 15, 2020. Reviewed data included SI accreditation status, number of programs and resident/fellow positions, and DIO characteristics.

RESULTS

We identified 831 SIs. SIs with continued accreditation sponsored more programs (median 4.0) than SIs with initial accreditation (median 1.0, P < .001). DIO age ranged from 29-81 years (median 57 years). Two-hundred eighty-three of 831 (34%) DIOs were women. Of 576 DIOs with known academic rank, 356 (62%) DIOs held senior academic rank. A higher proportion of male DIOs had senior academic rank (68% vs 52%; OR 1.90 [95% CI 1.34-2.70]; P < .001) and professor rank (39% vs 24%; OR 2.01 [95% CI 1.38-2.94]; P < .001) compared to female DIOs. Female gender was associated with a greater number of ACGME-accredited programs and filled resident/fellow positions per SI (P < .001 for both).

CONCLUSIONS

This study describes characteristics of DIOs and SIs and offers insights for those pursuing a DIO position.

Orthopedic Master's in Business Administration: A career path analysis

In recent years, it has become increasingly important for physicians to understand the healthcare system holistically. Thus, some physicians have sought formal education in business through a Master's in Business Administration (MBA). In this study, we looked specifically at orthopedic MD-MBAs and their career trajectories. We conducted a cross-sectional study of 127 orthopedic surgeons who have both MD and MBA degrees. Through online searches and phone calls, we compiled information regarding years in practice, fellowship training, practice type, non-clinical roles, and business school education. Almost all (96.85%) orthopedic MD-MBAs identified are still practicing clinically. The most common nonclinical roles are administration (38.58%), industry consulting (20.47%), and entrepreneurship (11.02%). Most (65.35%) pursued MBAs after medical school, but dual-degree programs are increasing in popularity. Almost all (88.57%) graduates of such programs have been practicing for less than 15 years. Orthopedic surgeons participate in a variety of nonclinical roles including administration, consulting, and entrepreneurship. For those currently in training, it is important to recognize the many opportunities that exist and the potential paths to pursuing them.

Exploring the Mode of Entrepreneurship Education Based on the Legal-Business Compound Competency in China

A perfect legal guarantee can ensure China's high-quality socio-economic development. At present, in terms of China's entrepreneurship education (EE), it is necessary to strengthen entrepreneurs' legal consciousness and respect for rules. The research establishes a model for legal-business compound competency (LBCC). It is a pioneering EE mode adapted to characteristics of China's market transition to cultivate interdisciplinary talents who excel at management and administration but also have a command of laws and regulations in EE. By utilizing behavioral event interview (BEI) and Delphi methods, factors affecting LBCC were summarized. Moreover, a questionnaire-based inquiry was conducted using graduates who received law-business interdisciplinary entrepreneurship education (LBIEE) as subjects to collecting data to evaluate the cultivation effect of the EE mode. In the study, a model for LBCC was established from the three perspectives including knowledge, skill, and attitude. Additionally, cultivating competency of law-business interdisciplinary talents (LBITs) shows a significantly positive influence on compensation level and job satisfaction among graduates who have received the EE. The core task of LBIEE is to improve compound competency of students in legal-business to enable students to show entrepreneurial spirit with legal-business intelligence. It is considered an innovation in a mode of education adapted to the transition and development of China's market economy.

Exploring medical residents' perceived need for negotiation skills training

OBJECTIVES

This study explores the optimal focus for negotiation skills development training by investigating how often medical residents negotiate in practice, and how they perceive the effectiveness of their negotiation capabilities.

METHODS

An exploratory study was performed using a questionnaire regarding the medical residents' working environment, negotiation frequency, knowledge and skills using a 5-point Likert scale, multiple choice questions and open questions. Exploratory factor analysis with principal component analysis, varimax rotation, reliability analysis, and content analysis were used to reduce the number of variables. Descriptive and interferential statistics and multiple regression analysis were used to analyze the data.

RESULTS

We analyzed the responses of 60 medical residents. The findings showed that the perceived development of their negotiation knowledge (M=3.06, SD=0.83) was less than their negotiation skills (M=3.69, SD=0.47). Their attitude during negotiations, especially females, differed substantially in the interactions with nurses than with their supervisors. Medical residents with more working experience, better negotiation skills or who worked in hierarchical environments negotiated more frequently with their supervisors. Medical residents with better collaboration skills and negotiation knowledge demonstrated better negotiation skills.

CONCLUSIONS

This study underlines medical residents' need for negotiation training. In addition to the basic negotiation knowledge and skills, training programs in negotiation should focus on the medical residents' awareness of their attitudes during negotiations, combining the assertiveness shown in interactions with supervisors with the empathy and emotional engagement present in interactions with nurses.  Furthermore, attention should be paid to the influence of the environmental hierarchy on negotiation skill development.