Scholarlink

<p>This article, part of the special issue ‘Experts and Organization’ in the journal Gruppe. Interaktion. Organisation. (GIO), examines the often tension-laden relationship between physicians and their organizations in light of the growing necessity for and the challenges of medical leadership development. It explores ambivalences toward such initiatives and contextualizes them with reference to professional socialization in medicine, cultural norms, identity conflicts, and issues of power and self-efficacy. Contemporary healthcare systems increasingly depend on physician leaders who are not only excellent clinicians but also capable of navigating organizational complexity, engaging constructively with institutional contradictions and contributing to ongoing system development in the service of improved care, research, and teaching. At the same time, this demand is not easily reconciled with the professional self-understanding of many physicians who do not conceive of the organization as an integral part of professional medical practice. The article discusses structural and cultural conditions contributing to this distance and implications for conceptualizing and implementing physician leadership development.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Den Fischen das Wasser nahebringen – ärztliche Distanz zur Organisation als Herausforderung für Führungsentwicklung im Kontext Universitätskrankenhaus

  • 期刊论文

  • 发表日期：

    2026年5月6日

查看全文
  • Andrea Kleinhuber

摘要

This article, part of the special issue ‘Experts and Organization’ in the journal Gruppe. Interaktion. Organisation. (GIO), examines the often tension-laden relationship between physicians and their organizations in light of the growing necessity for and the challenges of medical leadership development. It explores ambivalences toward such initiatives and contextualizes them with reference to professional socialization in medicine, cultural norms, identity conflicts, and issues of power and self-efficacy. Contemporary healthcare systems increasingly depend on physician leaders who are not only excellent clinicians but also capable of navigating organizational complexity, engaging constructively with institutional contradictions and contributing to ongoing system development in the service of improved care, research, and teaching. At the same time, this demand is not easily reconciled with the professional self-understanding of many physicians who do not conceive of the organization as an integral part of professional medical practice. The article discusses structural and cultural conditions contributing to this distance and implications for conceptualizing and implementing physician leadership development.