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Background <p>MD/MBA programs have expanded rapidly in the United States, providing formal training in management and organizational principles relevant to clinical and institutional practice. However, it remains unclear how this dual-degree training is reflected in senior academic medical leadership positions. This study evaluates how MD/MBA graduates are deployed as senior leaders and compares them with MBA-only administrators and MD-only physician leaders. The authors hypothesize that MD/MBA holders would be more frequently represented in finance, operations, and other system-facing roles relative to MD-only leaders.</p> Methods <p>This study provided a cross-sectional analysis of senior leaders at the 50 U.S. medical schools receiving the most NIH funding in 2024. Public organizational charts and biographies identified educational backgrounds, leadership roles, and demographic information for deans, vice deans, associate deans, and assistant deans. Leadership titles were coded into 16 categories and then collapsed into six domains. Three groups were selected for comparative analysis: MD/MBA, MBA-only, and MD-only individuals. Descriptive statistics and a 3 × 6 Pearson chi-square test assessed differences in leadership placement; pairwise Fisher’s exact tests compared likelihoods of holding system-facing roles; and demographic comparisons used chi-square tests. <i>p</i> &lt; 0.05 defined significance.</p> Results <p>Of 1,300 individuals screened, 634 met inclusion criteria (22 MD/MBA, 38 MBA-only, 574 MD-only). Leadership placement differed significantly across groups (χ²(10) = 119.5, <i>p</i> &lt; 0.0001). MBA-only leaders were concentrated in system-facing roles (25/38), whereas MD/MBA graduates rarely held such positions (3/22) and resembled MD-only leaders (48/574) who were primarily assigned to educational and clinically-centered domains. MBA-only leaders were significantly more likely than MD/MBA (OR 12.18, 95% CI 3.03–48.9; <i>p</i> = 0.0004) or MD-only leaders (OR 21.07, 95% CI 10.12–43.85; <i>p</i> &lt; 0.0001) to hold system-facing roles (i.e., school-level executive leadership roles involving finance, operations, or institutional administration). No demographic differences were found.</p> Conclusions <p>MD/MBA graduates were not more frequently represented in systems-facing roles than MD-only peers, suggesting that other factors, including professional identity and organizational norms, may outweigh degree attainment in leadership role placement decisions. These findings highlight a possible need for clearer integration of management preparation into physician leadership pathways.</p>

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Educational–representational alignment among MD/MBA graduates in US Senior Academic Medical Leadership: a cross-sectional study

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年4月6日

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  • Christopher J. Shin,
  • Tarik F. Massoud

摘要

Background

MD/MBA programs have expanded rapidly in the United States, providing formal training in management and organizational principles relevant to clinical and institutional practice. However, it remains unclear how this dual-degree training is reflected in senior academic medical leadership positions. This study evaluates how MD/MBA graduates are deployed as senior leaders and compares them with MBA-only administrators and MD-only physician leaders. The authors hypothesize that MD/MBA holders would be more frequently represented in finance, operations, and other system-facing roles relative to MD-only leaders.

Methods

This study provided a cross-sectional analysis of senior leaders at the 50 U.S. medical schools receiving the most NIH funding in 2024. Public organizational charts and biographies identified educational backgrounds, leadership roles, and demographic information for deans, vice deans, associate deans, and assistant deans. Leadership titles were coded into 16 categories and then collapsed into six domains. Three groups were selected for comparative analysis: MD/MBA, MBA-only, and MD-only individuals. Descriptive statistics and a 3 × 6 Pearson chi-square test assessed differences in leadership placement; pairwise Fisher’s exact tests compared likelihoods of holding system-facing roles; and demographic comparisons used chi-square tests. p < 0.05 defined significance.

Results

Of 1,300 individuals screened, 634 met inclusion criteria (22 MD/MBA, 38 MBA-only, 574 MD-only). Leadership placement differed significantly across groups (χ²(10) = 119.5, p < 0.0001). MBA-only leaders were concentrated in system-facing roles (25/38), whereas MD/MBA graduates rarely held such positions (3/22) and resembled MD-only leaders (48/574) who were primarily assigned to educational and clinically-centered domains. MBA-only leaders were significantly more likely than MD/MBA (OR 12.18, 95% CI 3.03–48.9; p = 0.0004) or MD-only leaders (OR 21.07, 95% CI 10.12–43.85; p < 0.0001) to hold system-facing roles (i.e., school-level executive leadership roles involving finance, operations, or institutional administration). No demographic differences were found.

Conclusions

MD/MBA graduates were not more frequently represented in systems-facing roles than MD-only peers, suggesting that other factors, including professional identity and organizational norms, may outweigh degree attainment in leadership role placement decisions. These findings highlight a possible need for clearer integration of management preparation into physician leadership pathways.